Transcript Chapter 17: Communication and Interpersonal Skills

Management 11e
Chapter 17
Communication and
Collaboration
John Schermerhorn
Planning Ahead — Chapter 17 Study Questions
 What is the communication process?
 How can collaboration be improved by better
communication?
 How can we deal positively with conflict?
 How can we negotiate successful agreements?
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Study Question 1: What is the communication process?
 Communication
 An interpersonal process of sending and receiving
symbols with messages attached to them
 Key elements of the communication process:
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Sender
Message
Communication channel
Receiver
Interpreted meaning
Feedback
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Figure 17.1 The interactive two-way process of interpersonal
communication
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Study Question 1: What is the communication process?
 Effective and efficient communication:
 Effective communication
 Occurs when the intended meaning of the sender
is identical to the interpreted meaning of the
receiver
 Efficient communication
 Occurs at a minimum resource cost
 Potential trade-offs between effectiveness
and efficiency must be recognized
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Study Question 1: What is 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
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Study Question 1: What is 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
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Study Question 1: What is the communication process?
 Communication Barrier:
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Information filtering
Poor choice of channels
Poor written or oral expression
Failure to recognize nonverbal signals
Physical distractions
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Study Question 1: What is 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
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Study Question 1: What is 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
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Study Question 1: What is the communication process?
Guidelines for making oral
presentations:
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Be prepared
Set the right tone
Sequence points
Support your points
Accent the presentation
Add the right amount of polish
Check your technology
Don’t bet on the Internet
Be professional
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Study Question 1: What is 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
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Study Question 1: What is 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
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Study Question 1: What is 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
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Study Question 2: How can collaboration be improved by better
communication?
 Effective communication is necessary for
successful collaboration
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Reduce “noise”
Overcome communication barriers
Improve interpersonal connections
Management openness
Effective use of electronic media
Active listening
Feedback
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Study Question 2: How can collaboration be improved by better
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
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Study Question 2: How can collaboration be improved by better
communication?
 Ways to keep communication channels open
through interactive management
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Management by wandering around (MBWA)
Open office hours
Regular employee group meetings
Computer-mediated meetings and video
conferences
 Employee advisory councils
 Communication consultants
 360-degree feedback
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Study Question 2: How can collaboration be improved by better
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
 E-mail privacy
 Employer’s policy on personal e-mail
 Don’t assume that e-mail privacy
exists at work
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Study Question 2: How can collaboration be improved by better
communication?
 Use of communication channels
 Channel richness is the capacity of a
communication channel to carry information
in an effective manner
 Low channel richness is impersonal, one-way,
and fast
 High channel richness is personal, two-way, and
slow
 Managers need to choose a channel with the
appropriate richness for the communication
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Figure 17.3 Channel richness and the use of communication media
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Study Question 2: How can collaboration be improved by better
communication?
Tips on Managing Email
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Read items once
Take action immediately
Purge folders of useless messages
Send group mail/reply to all only when necessary
Remove yourself from distribution lists that don’t add value
Send short messages in the subject line
Put large files on websites
Use instant messaging as an alternative
Don’t forget the basic rule of email privacy – there isn’t any
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Study Question 2: How can collaboration be improved by better
communication?
 Active listening
 The process of taking action to help someone say
exactly what he or she really means
 Rules for active listening:
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Listen for message content
Listen for feelings
Respond to feelings
Note all cues, verbal and nonverbal
Paraphrase and restate
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Study Question 2: How can collaboration be improved by better
communication?
 Five rules for good listening:
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Listen for message content
Listen for feelings
Respond to feelings
Note all cues
Paraphrase and restate
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Study Question 2: How can collaboration be improved by better
communication?
 Feedback
 The process of telling others how you feel about
something they did or said, or about the situation in
general
 Constructive feedback guidelines:
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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
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Study Question 2: How can collaboration be improved by better
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
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Study Question 2: How can collaboration be improved by better
communication?
 Valuing culture and diversity
 Ethnocentrism is the tendency to consider
one’s culture superior to any and all others
 Ethnocentrism can cause people to:
 Not listen to others
 Address or speak to others in ways that alienate
them
 Use inappropriate stereotypes in dealing with
someone from another culture
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Study Question 3: How can we deal positively with 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
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Study Question 3: How can we deal positively with 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
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Figure 17.4 The relationship between conflict and performance
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Study Question 3: How can we deal positively with conflict?
Causes of conflict:
• Role ambiguities
• Resource scarcities
• Task interdependencies
• Competing objectives
• Structural differentiation
• Unresolved prior conflicts
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Study Question 3: How can we deal positively with conflict?
 People’s conflict management styles
reflect different combinations of
cooperative and assertive behavior
 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
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Study Question 3: How can we deal positively with 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
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Figure 17.5 Alternative conflict management styles
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Study Question 3: How can we deal positively with conflict?
 Conflict management styles:
Lose-lose conflict
Win-lose conflict
Win-win conflict
• Management by
avoidance or
accommodation
• Management by
competition and
compromise
• Management by
collaboration
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Study Question 3: How can we deal positively with conflict?
 Structural approaches for resolving
conflicts:
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Appealing to higher level goals
Making more resources available
Changing the people
Altering the physical environment
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Study Question 3: How can we deal positively with conflict?
 Integrative devices for resolving conflicts:
 Using liaison personnel, special task forces,
cross-functional teams, or a matrix
organization
 Changing reward systems
 Changing policies and procedures
 Training in interpersonal skills
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Study Question 4: How can we negotiate successful agreements?
 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
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Study Question 4: How can we negotiate successful agreements?
 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
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Study Question 4: How can we negotiate successful agreements?
 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
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Study Question 4: How can we negotiate successful agreements?
 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
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Study Question 4: How can we negotiate successful agreements?
 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
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Figure 17.6 The bargaining zone in classic two-party negotiation
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Study Question 4: How can we negotiate successful agreements?
 Common negotiation pitfalls:
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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 ”
Trap of ethical misconduct
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Study Question 4: How can we negotiate successful agreements?
 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
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Study Question 4: How can we negotiate successful agreements?
 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
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Chapter 17 Case
 Twitter: An enterprising opportunity
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