Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved ©2013 John Wiley & Sons, Inc. All rights reserved. JOHN R. SCHERMERHORN, JR. MANAGEMENT 12 th Edition Chapter 18 Communication and Collaboration

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved 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?

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Chapter 18 Learning Dashboard 1.The Communication Process 1.Effective communication 2.Persuasion and credibility in communication 3.Communication barriers 4.Cross-cultural communication 2.Improving Collaboration Through Communication 1.Transparency and openness 2.Use of electronic media 3.Active listening 4.Constructive feedback 5.Space design

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Chapter 18 Learning Dashboard 3.Managing Conflict 1.Functional and dysfunctional conflict 2.Causes of conflict 3.Conflict resolution 4.Conflict management styles 5.Structural approaches to conflict management 4.Managing Negotiation 1.Negotiation goals and approaches 2.Gaining agreements 3.Negotiation pitfalls 4.Third-party dispute resolution

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Figure 18.1 The interactive two-way process of interpersonal communication

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 1: The Communication Process 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 1: The Communication Process 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 1: The Communication Process 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 1: The Communication Process Communication Barrier: – Information filtering – Poor choice of channels – Poor written or oral expression – Failure to recognize nonverbal signals – Physical distractions

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Figure 18.2 Downsides of noise, shown as anything that interferes with the effectiveness of the communication process

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 1: 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 1: The Communication Process 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 1: The Communication Process Poor written or oral expression – Communication only effective when the sender expresses the message in a way understood by receiver – Chose words wisely

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 1: The Communication Process 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 1: The Communication Process 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 1: The Communication Process 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 2: Improving Collaboration Through Communication 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 2: Improving Collaboration Through Communication 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 – privacy – Employer’s policy on personal – Don’t assume that privacy exists at work – Electronic grapevines exist

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 2: Improving Collaboration Through Communication 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 2: Improving Collaboration Through Communication 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 2: Improving Collaboration Through Communication 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 3: Managing Conflict 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Figure 18.3 The relationship between conflict and performance

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 3: Managing Conflict Role ambiguities Resource scarcities Task interdependencies Competing objectives Structural differentiation Unresolved prior conflicts Causes of conflict:

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 3: Managing Conflict 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 3: Managing Conflict 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Figure 18.4 Alternative conflict management styles

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 3: Managing Conflict Conflict management styles: Lose-lose conflict Management by avoidance or accommodation Win-lose conflict Management by competition and compromise Win-win conflict Management by collaboration

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 3: Managing Conflict 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 3: Managing Conflict Integrative devices for resolving conflicts: – Using liaison personnel, special task forces, cross-functional teams, or a matrix organization

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 4: Managing Negotiation 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 4: Managing Negotiation 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 4: Managing Negotiation 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Figure 18.5 The bargaining zone in classic two-party negotiation

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 4: Managing 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 4: Managing Negotiation 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

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved Takeaway 4: Managing Negotiation 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