Communication

Agenda Introduction Solstice Shenanigans Activity Debriefing Sending and Receiving Communications Authority and Communication Communication Networks

Sending and Receiving Messages Noise Sending Encoding Transmission Sending Encoding Transmission Channels Message, Feedback Channels Noise Noise Receiving Decoding Internal Response Receiving Decoding Internal Response Noise

Sending Messages Own your messages (Use “I” statements) Be complete and specific Make verbal and nonverbal messages congruent Be redundant. Be redundant Ask for feedback Adjust message to receiver Describe feelings by name, action, or figure of speech Describe (don’t interpret) other’s behavior

Receiving Messages Paraphrase the sender’s message Describe what you think the sender’s feelings are “Negotiate” with sender until you both agree on what the message means

Communication Patterns in an Authority Hierarchy One-way communication messages move down the hierarchy receivers are passive effective communication is determined by how messages are created and presented One-way with feedback receivers indicate level of understanding to sender Two-way communication free exchange of ideas among hierarchical levels both sending and receiving skills needed

Effects on Messages in One-Way Communication Leveling Sharpening Assimilation

Communication Patterns/Networks

Summary Many factors influence communication effectiveness Cooperation Group norms Type of communication (e.g., one-way) How information flows Seating arrangements

Conflict in Groups Conflict—perceived incompatible interests Other causes of conflict besides incompatibility Faulty attributions—erroneous blame Poor communication—misinterpreted criticism, grudges Tendency to see own views as objective, while others have biased views Status quo bias—powerful groups often inaccurate Type A personality—highly competitive and hostile 4 13 12

Strategies for Dealing With Conflict Concern for Achieving Goals High Low Competing Collaborating Distributive Dimension Integrative Dimension Compromising Other causes of conflict besides incompatibility faulty attributions- erroneous blame poor communication- misinterpreted criticism, grudges tendency to see own views as objective, while others have biased views Type A personality- highly competitive and hostile To reduce conflict: bargaining- negotiate with offers, counteroffers, and concessions outcomes are influenced by opponent’s aspirations, integrative agreement, and perceptual errors induce superordinate goals- overarching group goals between-group conflict- focus on outcome concerns (“bottom line”) within-group conflict- focus on relational concerns (treatment) Accommodating Avoiding Concern for Relationships Low High

Distributive (win/lose) Negotiations Identify triggering events and barriers to conflict Make an extreme opening offer Compromise slowly Use threats, promises, and arguments Stick to your guns Be ready to walk away