Ch3. Conflict , Culture, and Relationship

The Open Communicator

-Seen as a team communicator -Motivated by confidence & like of people -Often too open and/or too open too soon -Uses problem-solving to handle conflict -Communicates expectations

The Dominant style

-Seen as authoritarian & demanding -Motivated by over self-confidence -Usually experienced & knowledgeable -Handles conflict by force

Open communicators worst

-Seen as ineffective managers by blind managers -Frustrated by lack of creative opportunities under non-open bosses -Impatient with time needed to complement organizational changes -So open others are uncomfortable -Open at inappropriate times

Dealing with cultural differences

-Types of cultures ---Individualistic cultures (Western cultures) ---Collectivistic cultures (asian cultures) -Issues arise due to differences in values -Conflicts also cause by a culture's view of message content

High-Context Cultures

-Usually collectivistic -Messages tend to be brief, indirect & implicit -Receivers responsible for meaning -Meaning obtained from setting, culture, & nonverbal communication—words of minimal importance

Low-Context cultures

-Usually individualistic -Messages direct, explicit (clearly spelled out) -Speakers expected to be organized & responsible for meaning -Meaning conveyed by words; nonverbal of minimal importance

Collectivistic cultures

-Value group membership, obligations & goals over individual rights -Value relationships over problem solving -Value empathy& listening -Prefer avoiding & accommodating strategies to preserve friendships & save face

Individualistic cultures

-Value individual rights over group identity -Value problem-solving over relationships -Value autonomy, assertiveness & democracy -Prefer competing strategies to solving problems (although will use collaborating & compromising

Sociable Communicators best

-Well liked and fun to be around -Concerned with people -Willing to listen -Smooth over minor office conflicts

Collaborating/Problem-Solving

Gives equal consideration to others and self; values high cooperation and assertiveness. Views conflict as beneficial if handled openly Guides groups through the basic problem-solving procedure Attempts to reach a consensus; willing to spend a great deal of time and effort to achieve consensus. Tends to communicate in the open style.

Private Communicators worst

-Low productivity due to spending energy looking for security -Difficult to get to know -Unresponsive to needs of others. -Thought to be aloof and non-communicative.

Keys to strong relationships

-Make expectations clear -Use reciprocal nature of relationships -Maintain mutual trust and respect -Understand communication styles

A-Type

-Occurs when relationships & trust are weak -Sidetracks team from issues -Creates defensiveness and anger

C-Type Conflict

-Occurs when relationships/trust are strong -Members willing to debate & disagree -Ground rule—"Ideas separate from person" -Creates feeling of satisfaction -Improves team productivity

Sociable/Hidden communicators

-Prefers a social environment -Motivated by mistrust or need to please -Discloses only positive expectations or opinions -Smoothes over conflict -Good listener

Private Communicators best

-Productive as long as they can work in an environment free of interpersonal demands. -Seen as reserved. -Considered similar to the laissez-faire leader, who lets employees do whatever they want.

Collectivistic - High Context

*Cultural assumptions about conflict* -Conflict viewed from "face maintenance" model. -Conflict is mainly dysfunctional. -Conflict shows lack of self-discipline and emotional immaturity—is cause for embarrassment and distress. -Conflict, when forced upon one, provides testing ground for skillful facework -Contextual & relational face issues are intertwined. -Conflict should be handled discreetly and subtly.

Individualistic - Low Context

*Cultural assumptions about conflict* -Conflict viewed from "problem-solving" model. -Conflict can be functional or dysfunctional. -Conflict is dysfunctional when not confronted openly. -Conflict is functional & exciting when it provides open opportunity to solve problems. -Contextual & relational issues should be handled separately. -Conflict should be handled openly and directly.

Flexibility of Styles...

*Key to successful communication . .* -Use feedback effectively -Use disclosure effectively

Private/Closed Style

-Productive when allowed to work alone -Uncomfortable around people -Seldom communicates expectations -Motivated by anxiety or fear -Avoids conflict

Handling intercultural conflict

-Remember—there's more than one reason-able position in a conflict -Look for the "trigger" to the conflict -Use storytelling to talk about conflict -Use a neutral third party to mediate

Dominant Communicators worst

*Unable to delegate effectively *Insist in their way; impatient *Offer advice and criticism but can't take it *Prefer to be in control at all times *Stifle growth and creativity *Expect others to mess things up *Punish failure *Often poor listeners

Compromising

*By employing the compromising strategy* -Middle-of-the-road stance on assertiveness and cooperation—a high-quality solution is not as important as a workable or agreeable solution. -Conflict solvable but uses voting and other methods of compromise to avoid direct confrontation. -Tries to find a solution suitable to everyone -Views compromise as a second choice; may communicate in any style (closed, blind, hidden, or open)

Dominant Communicators best

*Clear on what you want and where you stand with them *Loyal, organized, dependable *Helpful to those who want to learn as long as help is appreciated

Competition/Forcing

*Competing (forcing) may be the best response to conflict * ● A decision or action must be immediate. ● The parties in the conflict expect and appreciate the force and power necessary in a win-lose situation. ● The combatants recognize the power relationship between themselves.

Effective disclosure

*Used to develop/maintain relationships *Should be mutually shared *Should be gradual *Involves risk *Moderate level of disclosure usually best*

Using feedback

-Is directed toward behavior (not person) -Uses descriptive language (not evaluative) -Involves sharing (not giving advice) -Includes limited information -Is immediate & well-timed -Allows for face-saving

Avoiding/Withdrawl

*Avoiding (withdrawal) may be the best response to conflict when:* ● The issue is trivial. ● Power relationships make successful resistance impossible. ● Parties lack the communication skills necessary to prevent destructive escalations. ● Potential losses from an open conflict outweigh potential gains. ● There is insufficient time to gather needed information or to work through the issue adequately (Conrad & Poole, 2012, p. 323). Hamilton, Cheryl (2013-01-28). Communicating for Results: A Guide for Business and the Professions (Page 71). Cengage Textbook. Kindle Edition.

Accommodating/Smoothing

*By employing the accommodating strategy* -Higher concern for others than self and; values cooperation over assertiveness. -Views open conflict as destructive; gives in to the will of others when necessary. -Surface harmony is important to maintain good relationships and receive personal acceptance; tries to smooth over or ignore conflicts to keep everyone happy. -Tends to communicate in the hidden style

Avoiding/Withdrawl

*By employing the avoiding strategy* -Feels little concern for others self; places low value on assertiveness and cooperation. -Maintains neutrality at all costs; conflict is a worthless and punishing experience. -Removes self either physically or mentally from groups experiencing conflict; stays away from situations that produce conflict. -Tends to communicate in the closed style. Hamilton, Cheryl (2013-01-28). Communicating for Results: A Guide for Business and the Professions (Page 69). Cengage Textbook. Kindle Edition.

Collaboration

*Using Conflict Strategies* ● Members are trained in problem solving. ● The parties have common goals that require everyone's cooperation. ● The conflict has arisen from misunderstandings or communication breakdown and parties are willing to reframe their conflict in a new manner. ● The conflict occurs during a crisis. Hamilton, Cheryl (2013-01-28). Communicating for Results: A Guide for Business and the Professions (Page 72). Cengage Textbook. Kindle Edition.

Breaking a stalemate

--Clarify situation --Set aside conflicting solutions temporarily --Seek new solutions through brainstorming --Compare new & original solutions to see which is now "best"

Win-lose

--Competition

Lose-lose

--Compromise --Accommodation --Avoidance

Win-win

-Collaboration -Consensus

Using communication styles

-Determine personal communication style -Understand the strength and weaknesses of each style -Learn how to communicate using different styles

Open communicators best

-Flexible in meeting needs and using communication styles -Give and receive praise and criticism -Genuinely like others and listens carefully -Trusting, friendly and dependable -Productive -Empower others through team feedback and decisions

Competing/Forcing

By employing the competing strategy -Views personal goals as much more important than the goals of others; therefore, values assertiveness (even force when necessary) over cooperation. -Conflict is a win-lose situation or contest of power; compromise is not acceptable. -Great respect for power and will submit to arbitration only because the arbitrator's power is greater. -Tends to communicate in the blind style.

Collaborating

One drawback to collaboration is that it may not be successful when the parties have different values or goals. For example, a person who feels that conflict should be resolved in a competitive manner has goals and values completely opposed to the "everyone wins" view of the collaborator. Another drawback to the collaboration is that it usually takes longer to achieve than other strategies. Hamilton, Cheryl (2013-01-28). Communicating for Results: A Guide for Business and the Professions (Page 72). Cengage Textbook. Kindle Edition.

Sociable communicators worst

Suspicious of others' motives Adequate performance accepted Yes people Unable to disclose opinions or ideas that may be rejected Not always loyal Appear to be two-faced

Employee Relations

The *Quality* of the relationships with your coworkers, supervisor, and customers have positive affects on the following: -Job Satisfaction -Morale -Others' communication needs -Commitment to & knowledge of the organization

Accommodating

The drawback to handling conflict by accommodation is that it solves the problem only temporarily; it's like putting a bandage on a cut that requires stitches. Hamilton, Cheryl (2013-01-28). Communicating for Results: A Guide for Business and the Professions (Page 71). Cengage Textbook. Kindle Edition.

Avoiding

The drawback to handling conflict by avoidance is that the confrontation is usually only delayed or transferred to another issue. Hamilton, Cheryl (2013-01-28). Communicating for Results: A Guide for Business and the Professions (Page 71). Cengage Textbook. Kindle Edition.

Compromising

The drawbacks to handling conflict by compromise are that everyone loses something and the best solution is probably not reached. Hamilton, Cheryl (2013-01-28). Communicating for Results: A Guide for Business and the Professions (Page 72). Cengage Textbook. Kindle Edition.

Competing

The drawbacks to handling conflict by force are (a) the real cause of the conflict is usually not resolved, and (b) the solution may be only temporary; when the losers gain more power, they may reinstate the conflict. Hamilton, Cheryl (2013-01-28). Communicating for Results: A Guide for Business and the Professions (Page 71). Cengage Textbook. Kindle Edition.

Curvilinear Relationship

satisfaction is low when disclosure is both low and high; it is best when disclosure is at a moderate level Hamilton, Cheryl (2013-01-28). Communicating for Results: A Guide for Business and the Professions (Page 81). Cengage Textbook. Kindle Edition.

Conflict Strategies

withdrawal, smoothing, compromising, forcing, and problem solving. Hamilton, Cheryl (2013-01-28). Communicating for Results: A Guide for Business and the Professions (Page 69). Cengage Textbook. Kindle Edition.

Compromise

● Both parties stand to gain. ● An "ideal" or "quality" solution is not required. Hamilton, Cheryl (2013-01-28). Communicating for Results: A Guide for Business and the Professions (Page 71). Cengage Textbook. Kindle Edition.

Accommodation

● The issue is minor. ● The damage to the relationship would harm both parties. ● A temporary reduction in conflict is needed to give time for additional research or information. ● Tempers are too hot for productive discussion. Hamilton, Cheryl (2013-01-28). Communicating for Results: A Guide for Business and the Professions (Page 71). Cengage Textbook. Kindle Edition.