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Chapter 6
Interacting With Others
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 2
Chapter Outline The Communication Process Barriers to Effective
Communication Creating Effective Mechanisms
for Communication Current Issues in Communication How Communication Breakdown
Leads to Conflict Conflict Management and Teams Resolving Conflict: Negotiation
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 3
Interacting With Others
How can we improve communication?
How do we manage conflict?
How do we negotiate?
Questions for Consideration
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 4
Exhibit 6-1The Communication
Process Model
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 5
Channelrichness
Type ofmessage
Informationmedium
Leanest
Richest Nonroutine,ambiguous
Routine,clear
Face to facetalk
Telephone
Computer
Memos,letters
Flyers, bulletinsgeneral reports
Exhibit 6-2Hierarchy of Channel
Richness
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 6
Barriers to Effective Communication
Filtering– Refers to a sender manipulating
information so that it will be seen more favorably 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.
Defensiveness– When individuals interpret another’s
message as threatening, they often respond in ways that retard effective communication.
Language– Words mean different things to
different people.
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 7
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 over talk. Make smooth transitions between
the roles of speaker and listener.
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 8
Creating Effective Mechanisms for Communication
Mechanisms: The practices that bring what you stand for to life and stimulate change
They are intended to demonstrate how the communication should be accomplished
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 9
Nonverbal Communication
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
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 10
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
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, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 11
Exhibit 6-3 Hand Gestures Mean
Different Things in Different Countries
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 12
Cross-Cultural Communication
Difficulties
There are barriers caused by semantics.
There are barriers caused by word connotations.
There are barriers caused by tonal differences.
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 13
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, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 14
Tips For Writing and Sending E-mail
Don’t write anything that you don’t want anyone other than the intended receiver to see
Be careful in addressing your e-mail—a simple typo can send your e-mail to the wrong person
Think about the e-mail you’re sending, and perhaps wait an hour before you do send it off
Be careful when forwarding e-mail that you are not circulating something that is untrue
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 15
Conflict
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, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 16
How Structure Can Lead to Conflict
Size, specialization, and composition of the group act as forces to stimulate conflict.
The greater the ambiguity in precisely defining where responsibility for actions lies, the greater the potential for conflict to emerge.
The diversity of goals among groups is a major source of conflict.
Too much reliance on participation may also stimulate conflict.
Reward systems create conflict when one member’s gain is at another’s expense.
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 17
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
Competition is good for an organization, but not conflict
Managers who accept and stimulate conflict don’t survive in organizations
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 18
Exhibit 6-4 How Conflict Builds
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 19
Ass
ert
iven
ess
Cooperativeness
Unass
ert
ive
Ass
ert
ive
Uncooperative Cooperative
Competing Collaborating
Compromising
Avoiding Accommodating
Exhibit 6-5Dimensions of
Conflict-Handling Intentions
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 20
Conflict Handling Intentions
Two Dimensions– Cooperativeness: 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
Specific Intentions– Competing: A desire to satisfy one’s
interests, regardless of the impact on the other parties.
– Collaborating: A situation where the parties to a conflict each desire to satisfy fully the concerns of all parties
– Avoiding: The desire to withdraw from or suppress a conflict.
– Accommodating: the willingness of one party in a conflict to place the opponent’s interests above his or her own
– Compromising: A situation in which each party to a conflict is willing to give up something
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 21
Exhibit 6-6 Understanding
Conflict Handling Intentions
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 22
Exhibit 6-6 Understanding
Conflict Handling Intentions
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 23
Annihilatoryconflict
Noconflict
Overt efforts to destroythe other party
Aggressive physical attacks
Threats and ultimatums
Assertive verbal attacks
Overt questioning orchallenging of others
Minor disagreements ormisunderstandings
Exhibit 6-7Conflict Intensity
Continuum
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 24
Exhibit 6-8 Conflict Resolution Techniques
Problem solving Face-to-face meeting of the conflicting parties forthe purpose of identifying the problem andresolving it through open discussion.
Superordinate goals Creating a shared goal that cannot be attainedwithout the cooperation of each of the conflicting
parties.
Expansion of resourcesWhen a conflict is caused by the scarcity of aresource—say, money, promotion opportunities,office space—expansion of the resource cancreate a win-win solution.
Avoidance Withdrawal from, or suppression of, the conflict.
Smoothing Playing down differences while emphasizingcommon interests between the conflicting parties.
Compromise Each party to the conflict gives up something ofvalue.
Authoritative commandManagement uses its formal authority to resolvethe conflict and then communicates its desires to
the parties involved.
Altering the humanvariable
Using behavioural change techniques such ashuman relations training to alter attitudes andbehaviours that cause conflict.
Altering the structuralvariables
Changing the formal organization structure and theinteraction patterns of conflicting parties throughjob redesign, transfers, creation of coordinating
positions, and the like.
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 25
Exhibit 6-8 Conflict Stimulation Techniques
Communication Using ambiguous or threatening messages toincrease conflict levels..
Bringing in outsiders Adding employees to a group whosebackgrounds, values, attitudes, or managerialstyles differ from those of present members.
Restructuring theorganization
Realigning work groups, altering rules andregulations, increasing interdependence, andmaking similar structural changes to disrupt the
status quo.
Appointing a devil’sadvocate
Designating a critic to purposely argue against themajority positions held by the group., the conflict.
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 26
Exhibit 6-9 Conflict and Unit
Performance
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 27
Types of Conflict
Cognitive: 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, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 28
Reducing Group Conflict
Team members worked with more, rather than less information and debated on the basis of facts
Team members developed multiple alternatives to enrich the level of debate
Team members shared commonly agreed-upon goals
Team members injected humour into the decision process
Team members maintained a balanced power structure
Team members resolved issues without forcing consensus
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 29
Negotiation
A process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 30
Bargaining Distributive IntegrativeCharacteristic 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
Exhibit 6-10Distributive versus
Integrative Bargaining
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 31
Party A’s Aspiration Range
Party B’s Aspiration Range
Party A’s target point
Party B’s target point
Party A’s resist-ance point
Party B’s resist-ance point
Settlement Range
Exhibit 6-11Staking Out the
Bargaining Zone
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 32
Improving Your Bargaining Position
Begin with a positive overture
Address problems, not personalities
Pay little attention to initial offers
Emphasize win-win solutions Create an open and trusting
climate
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 33
Summary and Implications
A common theme regarding the relationship between communication and employee satisfaction– the less uncertainty, the greater the
satisfaction– Distortions, ambiguities, and incongruities
all increase uncertainty Less distortion in communication equals:
– more goal attainment, and better feedback
– reduction in ambiguity and distortion Conflict can be either constructive or
destructive to the functioning of a group. An optimal level of conflict:
– prevents stagnation– stimulates creativity– releases tension– and initiates the seeds for change
Inadequate or excessive levels of conflict can hinder group effectiveness.
Negotiation is an ongoing activity in groups