1. Communication

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

3. 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

4. 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

5. 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

6. 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

7. Effects on Messages in One-Way Communication
Leveling
Sharpening
Assimilation

8. Communication Patterns/Networks

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

10. 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

11. 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

12. 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