Transcript Communication (Handouts)

Communication
Agenda
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Introduction
Solstice Shenanigans Activity
Debriefing
Sending and Receiving Communications
Authority and Communication
Communication Networks
Sending and Receiving
Messages
Noise
Sending
Encoding
Transmission
Sending
Encoding
Transmission
Noise
Channels
Message,
Feedback
Channels
Noise
Receiving
Decoding
Internal Response
Receiving
Decoding
Internal Response
Noise
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
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
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
– messages move down the hierarchy
– receivers indicate level of understanding to sender
• Two-way communication
– free exchange of ideas among hierarchical levels
– both sending and receiving skills needed
Effects on Messages in OneWay Communication
• Leveling
• Sharpening
• Assimilation
Communication
Patterns/Networks
Summary
• Many factors influence communication
effectiveness
– Cooperation
– Group norms
– Type of communication (e.g., one-way)
– How information flows
• Seating arrangements
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
Concern for Achieving Goals
Strategies for Dealing With Conflict
High
Competing
Collaborating
Distributive
Dimension
Integrative
Dimension
Compromising
Low
Accommodating
Avoiding
Low
High
Concern for Relationships
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