communication and collaboration management

Place Slide Title Text Here
©2013 John Wiley & Sons, Inc. All rights reserved. 18-1
18-1
©2013 John Wiley & Sons, Inc. All rights reserved.
JOHN R. SCHERMERHORN, JR.
JOHN R. SCHERMERHORN, JR.
MANAGEMENT
MANAGEMENT
12
12th
th
Edition
Edition
Chapter 18
Chapter 18
Communication and
Collaboration

Planning Ahead — Chapter 18 Study Questions
1. What is the communication process?
2. How can we improve our communications?
3. How can we deal positively with conflict?
4. How can we negotiate successful
agreements?

Chapter 18 Learning Dashboard
1. The Communication Process
1. Effective communication
2. Persuasion and credibility in communication
3. Communication barriers
4. Cross-cultural communication
2. Improving Collaboration Through Communication
1. Transparency and openness
2. Use of electronic media
3. Active listening
4. Constructive feedback
5. Space design

Chapter 18 Learning Dashboard
3. Managing Conflict
1. Functional and dysfunctional conflict
2. Causes of conflict
3. Conflict resolution
4. Conflict management styles
5. Structural approaches to conflict management
4. Managing Negotiation
1. Negotiation goals and approaches
2. Gaining agreements
3. Negotiation pitfalls
4. Third-party dispute resolution

Takeaway 1: The Communication Process
• Communication
– An interpersonal process of sending and receiving
symbols with messages attached to them
• Key elements of the communication process:
– Sender
– Message
– Communication channel
– Receiver
– Interpreted meaning
– Feedback

Figure 18.1 The interactive two-way process of
interpersonal communication

Effective and efficient communication:
– Effective communication
• Occurs when the intended meaning of the sender is
fully understood by the receiver
– Efficient communication
• Occurs at a minimum resource cost
– Potential trade-offs between effectiveness and
efficiency must be recognized

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

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

Communication Barrier:
– Information filtering
– Poor choice of channels
– Poor written or oral expression
– Failure to recognize nonverbal signals
– Physical distractions

Figure 18.2 Downsides of noise, shown as anything that
interferes with the effectiveness of 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

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

Poor written or oral expression
– Communication only effective when the sender
expresses the message in a way understood by
receiver
– Chose words wisely

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

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

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

Takeaway 2: Improving Collaboration Through
Communication
Effective communication is necessary for successful
collaboration
– Transparency and openness
– Use of electronic media
– Active listening
– Constructive feedback
– Space design
– Active listening
– Feedback

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

Takeaway 2: Improving Collaboration Through 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
– Electronic grapevines exist

Communication
• Active listening
– The process of taking action to help someone say exactly
what he or she really means
• Rules for active listening:
– Listen for message content
– Listen for feelings
– Respond to feelings
– Note all cues, verbal and nonverbal
– Paraphrase and restate

Communication
• Feedback
– The process of telling others how you feel about
something they did or said, or about the situation in
general (evaluative, interpretive, descriptive)
• Constructive feedback guidelines:
– 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

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

Takeaway 3: Managing 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

• 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

Figure 18.3 The relationship between conflict and
performance

• Conflict resolution is the removal of the
substantial and emotional reasons for a
conflict
• People’s conflict management styles are
different
– 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

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

Figure 18.4 Alternative conflict management styles

Conflict management styles:

Structural approaches for resolving conflicts:
– Appealing to higher level goals
– Making more resources available
– Changing the people
– Altering the physical environment
– Use integrating devices
– Provide training
– Change reward systems

Integrative devices for resolving conflicts:
–Using liaison personnel, special task forces,
cross-functional teams, or a matrix
organization

Takeaway 4: Managing Negotiation
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

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

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

Takeaway 4: Managing Negotiation?
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

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

Figure 18.5 The bargaining zone in classic two-party
negotiation

• Bargaining zone
• Common negotiation pitfalls:
– 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 ”
– Premature cultural comfort
– Trap of ethical misconduct

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

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
• Ombudsperson is a neutral third party who listens to
complaints in an attempt to resolve disputes

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