Chapter 18

Place Slide Title Text Here

©2013 John Wiley & Sons, Inc. All rights reserved. 18-118-1©2013 John Wiley & Sons, Inc. All rights reserved.

JOHN R. SCHERMERHORN, JR.JOHN R. SCHERMERHORN, JR.

MANAGEMENTMANAGEMENT1212thth Edition Edition

Chapter 18Chapter 18

Communication and Collaboration


©2013 John Wiley & Sons, Inc. All rights reserved. 18-2

Planning Ahead — Chapter 18 Study Questions

1. What is the communication process?2. How can we improve our communications?3. How can we deal positively with conflict?4. How can we negotiate successful

agreements?



Chapter 18 Learning Dashboard

1. The Communication Process1. Effective communication2. Persuasion and credibility in communication3. Communication barriers4. Cross-cultural communication

2. Improving Collaboration Through Communication1. Transparency and openness2. Use of electronic media3. Active listening4. Constructive feedback5. Space design



Chapter 18 Learning Dashboard

3. Managing Conflict1. Functional and dysfunctional conflict2. Causes of conflict3. Conflict resolution4. Conflict management styles5. Structural approaches to conflict management

4. Managing Negotiation1. Negotiation goals and approaches2. Gaining agreements3. Negotiation pitfalls4. Third-party dispute resolution



Takeaway 1: The Communication Process

• Communication – An interpersonal process of sending and receiving

symbols with messages attached to them

• Key elements of the communication process:– Sender – Message – Communication channel – Receiver – Interpreted meaning – Feedback



Figure 18.1 The interactive two-way process of interpersonal communication




Effective and efficient communication:– Effective communication

• Occurs when the intended meaning of the sender is fully understood by the receiver

– Efficient communication• Occurs at a minimum resource cost

– Potential trade-offs between effectiveness and efficiency must be recognized




Persuasion and credibility in communication – Communication is used for sharing information

and influencing other people – Persuasion is getting someone else to support the

message being presented – Horizontal structures and empowerment are

important contexts for persuasion




Persuasion and credibility in communication– Expert power and referent power are essential

for persuasion – Credibility involves trust, respect, and integrity in

the eyes of others – Credibility can be built through expertise and

relationships




Communication Barrier:– Information filtering– Poor choice of channels– Poor written or oral expression– Failure to recognize nonverbal signals– Physical distractions



Figure 18.2 Downsides of noise, shown as anything that interferes with the effectiveness of the communication process




Information filtering– Intentional distortion to make it more favorable

to the recipient– Subordinates may hide unfavorable news from

the manager or make it sound better than it really is




Poor choice of channels – Choose the channel that works best – Written channels work for messages that:

• Are simple and easy to convey • Require extensive dissemination quickly • Convey formal policy or authoritative directives

– Spoken channels work best for messages that:• Are complex or difficult to convey where immediate feedback is

needed • Attempt to create a supportive, even inspirational, climate




Poor written or oral expression– Communication only effective when the sender

expresses the message in a way understood by receiver

– Chose words wisely




Failure to recognize nonverbal signals – Nonverbal communication takes place through gestures,

facial expressions, body posture, eye contact, and use of interpersonal space

– Mixed messages occur when a person’s words and nonverbal signals communicate different things

– The growing use of communication technologies causes important nonverbal communication to be lost




Physical distractions – Include interruptions from telephone calls, drop-

in visitors, a lack of privacy, etc.– Can interfere with the effectiveness of a

communication attempt – Can be avoided or at least minimized through

proper planning




Cross-cultural communication– Global economy frequently creates the need to

communicate with colleagues in other countries with different cultures

– Ethnocentrism• Tendency to consider one’s culture superior to any and

all others



Takeaway 2: Improving Collaboration Through Communication

Effective communication is necessary for successful collaboration

– Transparency and openness– Use of electronic media– Active listening– Constructive feedback– Space design– Active listening– Feedback




Transparency and openness– Communication transparency involves sharing

honest and complete information about the organization and workplace

– Open book management • Managers provide employees with important financial

information about their companies




Using electronic media– Information technologies facilitate communication – The electronic grapevine speeds messages and

information from person to person • Functional if information is accurate and useful • Dysfunctional if information is false, distorted, or based on rumor

– E-mail privacy – Employer’s policy on personal e-mail – Don’t assume that e-mail privacy

exists at work – Electronic grapevines exist




• Active listening – The process of taking action to help someone say exactly

what he or she really means

• Rules for active listening:– Listen for message content – Listen for feelings – Respond to feelings – Note all cues, verbal and nonverbal – Paraphrase and restate




• Feedback – The process of telling others how you feel about

something they did or said, or about the situation in general (evaluative, interpretive, descriptive)

• Constructive feedback guidelines:– Give it directly – Make it specific – Give it when the receiver is willing/able to accept it – Make sure it is valid – Give it in small doses




Space design – Proxemics is the use of interpersonal space – Interpersonal space is an important

nonverbal cue – Workspace layout is often overlooked as a

form of nonverbal communication but is being increasingly recognized for its impact on communication and behavior



Takeaway 3: Managing Conflict

Conflict – A disagreement between people on:

• Substantive issues regarding goals and tasks, allocation of resources, distribution of rewards, policies and procedures, and job assignments

• Emotional issues arising from feelings of anger, distrust, dislike, fear, and resentment, as well as personality clashes

– Conflict that is well managed can help promote creativity and high performance




• Functional conflict – Moderately intense conflict – Constructive and stimulates people toward

greater work efforts, cooperation, and creativity

• Dysfunctional conflict – Low-intensity and very high-intensity conflict – Destructive and hurts task performance



Figure 18.3 The relationship between conflict and performance




• Conflict resolution is the removal of the substantial and emotional reasons for a conflict

• People’s conflict management styles are different– Cooperativeness is the desire to satisfy the other

party’s needs and concerns – Assertiveness is the desire to satisfy one’s own

needs and concerns




Conflict management styles:– Avoidance (withdrawal)

• Uncooperative and unassertive

– Accommodation (smoothing) • Cooperative and assertive

– Competition (authoritative command) • Uncooperative and assertive

– Compromise • Moderately cooperative and assertive

– Collaboration (problem solving) • Cooperative and assertive



Figure 18.4 Alternative conflict management styles




Conflict management styles:




Structural approaches for resolving conflicts:– Appealing to higher level goals – Making more resources available – Changing the people – Altering the physical environment – Use integrating devices– Provide training– Change reward systems




Integrative devices for resolving conflicts:– Using liaison personnel, special task forces,

cross-functional teams, or a matrix organization



Takeaway 4: Managing Negotiation

Negotiation– The process of making joint decisions when the

parties involved have different preferences – All negotiation situations are susceptible to

conflict and require exceptional communication and interpersonal skills




Negotiation goals and approaches:– Substance goals

• Concerned with outcomes • Tied to the “content” issues of negotiation

– Relationship goals • Concerned with processes • Tied to the way people work together

– Effective negotiations occur when:• Issues of substance are resolved • Working relationships are maintained or improved




Criteria for effective negotiation:– Quality

• Negotiating a “wise” agreement that is truly satisfactory to all sides

– Cost • Negotiating efficiently, using minimum resources and

time

– Harmony • Negotiating in a way that fosters interpersonal

relationships



Takeaway 4: Managing Negotiation?

Types of negotiation:– Distributive negotiation

• Focuses on claims made by each party • Leads to win-lose outcomes

– Principled (or integrative) negotiation • Goal is to base the outcome on the merits of

individual claims • Leads to win-win outcomes




Gaining integrative agreements:– Separate the people from the problem – Focus on interests, not on positions – Generate many alternatives before deciding what

to do – Insist that results are based on some objective

standard



Figure 18.5 The bargaining zone in classic two-party negotiation




• Bargaining zone• Common negotiation pitfalls:

– Falling prey to the myth of the “fixed pie ”– Nonrational escalation of conflict – Overconfidence and ignoring other’s needs – Too much “telling” and too little “hearing ”– Premature cultural comfort– Trap of ethical misconduct




Ethical issues in negotiation– High ethical standards should be

maintained – Profit motive and the competitive desire to

win sometimes lead to unethical behavior – Unethical negotiating behavior can lead to

short-term gains but long-term losses




Third-party dispute resolution– Mediation

• Involves a neutral third party who tries to improve communication between negotiating parties and keep them focused on relevant issues

– Arbitration• Involves a neutral third party who acts as a judge and

issues a binding decision• Ombudsperson is a neutral third party who listens to

complaints in an attempt to resolve disputes

Chapter 18

Documents

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