1. Communication, Conflict, and Negotiation
Chapter 6
Communication, Conflict, and Negotiation
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

2. Chapter Outline The Communication Process
Barriers to Effective Communication
Current Issues in Communication
How Communication Breakdown Leads to Conflict
Conflict Resolution
Negotiation
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

3. Communication How does communication work?
What are the barriers to communication?
What are other issues in communication?
What is conflict?
How can conflict be resolved?
How does one negotiate effectively?
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

4. Communication Problems
People spend nearly 70 percent of their waking hours communicating—writing, reading, speaking, listening.
WorkCanada’s survey of 2039 Canadians in six industrial and service categories found
61 percent of senior executives believed that they did a good job of communicating with employees.
only 33 percent of the managers and department heads believed that senior executives were effective communicators.
Only 22 percent of hourly workers, 27 percent of clerical employees, and 22 percent of professional staff reported that senior executives did a good job of communicating with them.
Canadians reported less favourable perceptions about their company’s communications than did Americans.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

5. Communication Terms Communication Sender Receiver
The transfer of meaning among people.
Sender
Establishes a message, encodes the message, and chooses the channel to send it.
Receiver
Decodes the message and provides feedback to the sender.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

6. Exhibit 6-1 The Communication Process Model
Chooses
Encodes the
Chooses the
a message
message
channel
Considers the receiver
Sender
Receiver
Considers the sender
Provides
Decodes the
feedback
message
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

7. Communication Terms Message Encoding Channel Decoding
What is communicated.
Encoding
Converting a message to symbolic form.
Channel
The medium through which a message travels.
Decoding
Retranslating a sender’s message.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

8. Choosing Channels
Channels differ in their capacity to convey information.
Rich channels have the ability to
Handle multiple cues simultaneously
Facilitate rapid feedback
Be very personal
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

9. Exhibit 6-2 – Information Richness of Communication Channels
Source: Based on R. H. Lengel and R. L. Daft, “The Selection of Communication Media as an Executive Skill,” Academy of Management Executive, August 1988, pp ; and R. L. Daft and R. H. Lengel, “Organizational Information Requirements, Media Richness, and Structural Design,” Managerial Science, May 1996, pp Reproduced from R. L. Daft and R. A. Noe, Organizational Behavior (Forth Worth, TX: Harcourt, 2001), p. 311.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

10. Barriers to Effective Communication
Filtering
Refers to a sender manipulating information so that it will be seen more favourably by the receiver.
Selective Perception
Receivers in the communication process selectively see and hear based on their needs, motivations, experience, background, and other personal characteristics.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

11. Barriers to Effective Communication
Defensiveness
When individuals interpret another’s message as threatening, they often respond in ways that retard effective communication.
Information Overload
When the information we have to work with exceeds our processing capacity.
Language
Words mean different things to different people.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

12. Communicating Under Stress
Speak clearly.
Be aware of the nonverbal part of communicating.
Think carefully about how you state things.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

13. Exhibit 6-4 Emoticons: Showing Emoticons in Email:)
<g> :( ;)
:-[
Smile
Grin
Frown
Wink
Really sad face
:-e
:-0
:-D : ’ (
Disappointed
Scream
Yell
Shock or surprise
Crying
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

14. Electronic Communications:Tips for Writing and Sending E-mail
Use a subject line.
Use emoticons and acronyms sparingly for business communications.
Write clearly and briefly.
Copy s to others only if they really need the information.
Sleep on angry s.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

15. Nonverbal Communication
Messages conveyed through body movements, facial expressions, and the physical distance between the sender and the receiver
Kinesics
The study of body motions, such as gestures, facial configurations, and other movements of the body
Proxemics
The study of physical space in interpersonal relationships
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

16. Silence as Communication
Defined as an absence of speech or noise
Not necessarily inaction—can convey:
Thinking or contemplating a response to a question
Anxiety about speaking
Agreement, dissent, frustration, or anger
Individuals should be aware of what silence might mean in any communication.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

17. Communication Barriers Between Men and Women
Men use talk to emphasize status, women use it to create connection.
Women and men tend to approach points of conflict differently.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

18. Communication Barriers Between Men and Women
Men and women view directness and indirectness differently.
Women interpret male directness as an assertion of status and one-upmanship.
Men interpret female indirectness as covert, sneaky, and weak.
Men criticize women for apologizing, but women say “I’m sorry” to express empathy.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

19. Cross-Cultural Communication Difficulties
Sources of barriers
Semantics
Word connotations
Tonal differences
Differences in perceptions
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

20. Cross-Cultural Communications: Helpful Rules
Assume differences until similarity is proven.
Emphasize description rather than interpretation or evaluation.
Practise empathy.
Treat your interpretations as a working hypothesis.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

21. Conflict Defined
A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
Functional
Supports the goals of the group and improves its performance
Dysfunctional
Hinders group performance
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

22. Exhibit 6-5 Conflict Intensity Continuum
Annihilatory
Overt efforts to destroy
conflict
the other party
Aggressive physical attacks
Threats and ultimatums
Assertive verbal attacks
Overt questioning or
challenging of others
Minor disagreements or No
misunderstandings
conflict
Sources: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp ; and F. Glasl, “The Process of Conflict Escalation and the Roles of Third Parties,” in Conflict Management and Industrial Relations, ed. G. B. J. Bomers and R. Peterson (Boston: Kluwer-Nijhoff, 1982), pp ).
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

23. Research Findings Cognitive Affective
Conflict related to differences in perspectives and judgments
Task-oriented
Results in identifying differences
Usually functional conflict
Affective
Emotional conflict aimed at a person rather than an issue
Dysfunctional conflict
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

24. Conflict Resolution Two Dimensions: Cooperativeness Assertiveness
The degree to which one party attempts to satisfy the other party’s concerns.
Assertiveness
The degree to which one party attempts to satisfy his or her own concerns.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

25. Five Conflict-Handling Strategies
Forcing
Imposing one’s will on the other party.
Problem solving
Trying to reach an agreement that satisfies both one’s own and the other party’s aspirations as much as possible.
Avoiding
The desire to withdraw from or suppress a conflict.
Yielding
Accepting and incorporating the will of the other party.
Compromising
A situation in which each party to a conflict is willing to give up something.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

26. Exhibit 6-6 Conflict-Handling Strategies and Accompanying Behaviours
Uncooperative
Cooperative
COOPERATIVENESS
Trying to satisfy the other person’s concerns
Forcing
Satisfying one’s own interests
without concern for the other’s
interests
• Make threats and bluffs
• Make persuasive arguments
• Make positional commitments
Problem solving
Clarifying differences to find
mutually beneficial outcomes
• Exchange information about
priorities and preferences
• Show insights
• Make trade-offs between
important and unimportant issues
Compromising r
Giving up something to reach an
outcome (done by both parties)
• Match other’s concessions
• Make conditional promises
and threats
• Search for a middle ground A
voiding
Withdrawing from or ignoring
conflict
• Don’t think about the issues
Yielding
Placing the other’s interests above
one’s own
• Make unilateral concessions
• Make unconditional promises
• Offer help
ASSERTIVENESS
Trying to satisfy one’s own concerns ’
Unassertive
Assertive
Sources: Based on K. W. Thomas, “Conflict and Negotiation Processes in Organizations,” in Handbook of Industrial and Organizational Psychology, vol. 3, 2nd ed., ed. M. D. Dunnette and L. M. Hough (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668; C. K. W. De Dreu, A. Evers, B. Beersma, E. S. Kluwer, and A. Nauta, “A Theory-Based Measure of Conflict Management Strategies in the Workplace,” Journal of Organizational Behavior 22, no. 6 (September 2001), pp ; and D. G. Pruitt and J. Rubin, Social Conflict: Escalation, Stalemate and Settlement (New York: Random House, 1986).
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

27. What Can Individuals Do to Manage Conflict?
Problem solving
Developing superordinate goals
Smoothing
Compromising
Avoidance
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

28. Techniques for Managing Work-Related Conflicts
Expansion of resources
Authoritative command
Altering the human variable
Altering the structural variables
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

29. Factors That Lead to Personality Conflicts
Misunderstandings based on age, race, or cultural differences
Intolerance, prejudice, discrimination, and bigotry
Perceived inequalities
Misunderstandings, rumours, or falsehoods about an individual or group
Blaming for mistakes or mishaps (finger-pointing)
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

30. Tips for Employees Having a Personality Conflict
Communicate directly with the other person to resolve the perceived conflict.
Avoid dragging co-workers into the conflict.
If necessary, seek help from direct supervisors or human resource specialists.
Source: R. Kreitner and A. Kinicki, Organizational Behavior, 6th ed. (New York: McGraw-Hill, 2004), p. 492, Table Reprinted by permission of McGraw-Hill Education.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

31. Tips for Third-Party Observers of a Personality Conflict
Do not take sides.
Suggest the parties work things out themselves.
If necessary, refer the problem to parties’ direct supervisors.
Source: R. Kreitner and A. Kinicki, Organizational Behavior, 6th ed. (New York: McGraw-Hill, 2004), p. 492, Table Reprinted by permission of McGraw-Hill Education.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

32. Tips When Manager’s Employees Are Having a Personality Conflict
Investigate and document conflict.
If appropriate, take corrective action (e.g., feedback or behaviour shaping).
If necessary, attempt informal dispute resolution.
Refer difficult conflicts to human resource specialists or hired counsellors.
Source: R. Kreitner and A. Kinicki, Organizational Behavior, 6th ed. (New York: McGraw-Hill, 2004), p. 492, Table Reprinted by permission of McGraw-Hill Education.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

33. Negotiation
A process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them.
Distributive bargaining
Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation.
Integrative bargaining
Negotiation that seeks one or more settlements that can create a win-win solution.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

34. Exhibit 6-7 Distributive vs. Integrative Bargaining
Bargaining Distributive Integrative
Characteristic Bargaining Bargaining
Available resources
Primary motivations
Primary interests
Focus of relationships
Fixed amount of resources to be divided
I win, you lose
Opposed to each other
Short term
Variable amount of resources to be divided
I win, you win
Convergent or congruent with each other
Long term
Source: Based on R. J. Lewicki and J. A. Litterer, Negotiation (Homewood, IL:Irwin 1985), p.280
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

35. Exhibit 6-8 The Negotiation Process
Developing a strategy
Defining ground rules
Clarification and
justification
Bargaining and
problem solving
Source: This model is based on R. J. Lewicki, “Bargaining and Negotiation,” Exchange: The Organizational BehaviorTeaching Journal 6, no. 2 (1981), pp
Closure and
implementation
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

36. How to Negotiate Five steps to negotiation: Identify BATNA:
Developing a strategy.
Definition of ground rules.
Clarification and justification.
Bargaining and problem solving.
Closure and implementation.
Identify BATNA:
Best Alternative To a Negotiated Agreement.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

37. Exhibit 6-9 Staking Out the Bargaining Zone
$400
$475
$525
$600
Buyer’s aspiration range
Seller’s aspiration range
Bargaining
Zone
Buyer’s
Seller’s
Buyer’s
Seller’s
target
resistance
resistance
target
point
point
point
point
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

38. Getting to Yes
Separate the people from the problem. Work on the issues at hand, rather than getting involved in personality issues between the parties.
Focus on interests, not positions. Try to identify what each person needs or wants, rather than coming up with an unmovable position.
Look for ways to achieve mutual gains. Rather than focusing on one “right” solution for your position, brainstorm for solutions that will satisfy the needs of both parties.
Use objective criteria to achieve a fair solution. Try to focus on fair standards, such as market value, expert opinion, norms, or laws to help guide decision making.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

39. Summary and Implications
How does communication work?
Communication works through choosing the correct channel, being an effective listener, and using feedback.
What are the barriers to communication?
Errors arise from filtering, selective perception, defensiveness, information overload, and language.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

40. Summary and Implications
What are the other issues in communication?
- The big topics in communication are the importance of nonverbal communication and silence, gender, and cross-cultural differences in communication.
4. What is conflict?
- Conflict occurs when one party perceives that another party’s actions will have a negative effect on something the first party cares about.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

41. Summary and Implications
5. How can conflict be resolved?
Depending on how a conflict is defined, it can be settled in a win-lose solution or a win-win solution.
6. How does one negotiate effectively?
Integrative bargaining tends to provide outcomes that satisfy all parties and build lasting relationships.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

42. OB at Work
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

43. For Review
1. Describe the communication process and identify its key components. Give an example of how this process operates with both oral and written messages.
2. Contrast encoding and decoding.
3. What are the advantages and disadvantages of ? Of instant messaging?
4. What is nonverbal communication? Does it aid or hinder verbal communication?
5. What does the phrase “sometimes the real message in a communication is buried in the silence” mean?
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

44. For Review
6. What are the managerial implications from the research contrasting male and female communication styles?
7. List four specific problems related to language difficulties in cross-cultural communication.
8. What is the difference between functional and dysfunctional conflict? What determines functionality?
9. What defines the bargaining zone in distributive bargaining?
10. How can you improve your negotiating effectiveness?
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

45. For Critical Thinking
1. “Ineffective communication is the fault of the sender.” Do you agree or disagree? Discuss.
2. Using the concept of channel richness, give examples of messages best conveyed by , in face-to-face communication, and on the company bulletin board.
3. Why do you think so many people are poor listeners?
4. Assume one of your co-workers had to negotiate a contract with someone from China. What problems might he or she face? If the co-worker asked for advice, what suggestions would you make to help facilitate a settlement?
5. From your own experience, describe a situation you were involved in where the conflict was dysfunctional. Describe another example, from your experience, where the conflict was functional. Would the other parties in the conflicts agree with your assessment of what is functional or dysfunctional?
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

46. Point-CounterPoint Conflict Is Good for the Organization
Conflict is a means by which to bring about radical change.
Conflict facilitates group cohesiveness.
Conflict improves group and organizational effectiveness.
Conflict brings about a slightly higher, more constructive level of tension.
All Conflicts Are Dysfunctional!
The negative consequences from conflict can be devastating.
Effective managers build teamwork, not conflict.
Competition is good for an organization, but not conflict.
Managers who accept and stimulate conflict don’t survive in organizations.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

47. Breakout Group Exercises
Form small groups to discuss the following topics:
1. Describe a situation in which you ignored someone. What impact did it have on that person’s subsequent communication behaviours?
2. What difference have you observed in the ways that men and women communicate?
3. You and two other students carpool to school every day. The driver has recently taken to playing a new radio station quite loudly. You do not like the music, or the loudness. Using one of the conflict-handling intentions, indicate how you might go about resolving this conflict.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

48. Giving More Effective Feedback
Relate feedback to existing performance goals and clear expectations.
Give specific feedback tied to observable behaviour or measurable results.
Channel feedback toward key result areas.
Give feedback as soon as possible.
Give positive feedback for improvement, not just final results.
Focus feedback on performance, not personalities.
Base feedback on accurate and credible information.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

49. Supplemental Material
Slides for activities I do in my own classroom
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

50. Effective Listening
If you want to improve your listening skills, look to these behaviours as guides:
Make eye contact.
Exhibit affirmative head nods and appropriate facial expressions.
Avoid distracting actions or gestures.
Ask questions.
Paraphrase.
Avoid interrupting the speaker.
Don’t overtalk.
Make smooth transitions between the roles of speaker and listener.
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

51. Nonverbal Exercise Rank order in terms of importance for leadership:
Extroverted personality
Sensitivity to others
Technical expertise
Strong ethical values
Concern for getting the task done
Charisma
Internal locus of control
Power
Directions: Sit on your hands. Use NO nonverbal communication (gestures, facial movements, body movements, etc.).
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

52. Nonverbal Exercise Questions
How effective was communication?
What barriers to communication existed?
What happens when nonverbal communication is absent?
What purpose does nonverbal communication serve?
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada

53. Communication Questions
What types of difficulties have you experienced when communicating with someone from a different culture than yours?
How do you let the other person know you have heard what they are saying? How often do you do this?
Describe an example of communication breakdown. What led to the breakdown?
Chapter 6, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition
Copyright © 2007 Pearson Education Canada