Organizational Comm. Exam 3!

2. Symbol-carrying capacity

(2nd message) involves additional meaning an individual might have for a particular medium. • Convey the core values & assumptions of the organization's culture o EX. In an org that values a personal touch (e.g., politics), you would not use standard letter b/c it's not fitting to culture. o Congress: Despite email, letters are still sent, hard copies of budget, bills still hand delivered • Communication Media can attain the status of a symbol apart from the actual message being transmitted o EX. Meeting conducted via video conferencing can carry symbolic messages about the importance and technological sophistication of the meeting participants. o President Obama's weekly address on YouTube instead of radio

1. Data-carrying capacity

(first message) "The degree to which a medium is able to effectively and efficiently convey task-relevant data" • Similar to media richness • This element transcends orgs. 1. Posits that a particular medium will have the same abilities/capacities across a variety of different org settings EX: Voice mail will have approximately the same data-carrying capacity in all org settings, same for email, chat

Problem with change process (8)

*Lack of management support * Top managers forcing change * Inconsistent action by key managers * Unrealistic expectations * Lack of meaningful participation * Poor communication * Purpose of program not clear * Responsibility for change not properly identify

0 Relational approach

-models that look more closely at leadership as a process of communication and as a process of establishing relationships have been proposed. -example: of relational approach is the concept of transformational leadership that highlight the ways that leaders secure "extraordinary levels of follower trust and inspire followers to emulate their behavior"

Emotional labor:

- "managed" emotion, surface/deep acting; jobs where workers are expected to display certain feelings in order to satisfy organizational role expectations ("under no circumstance should a customer ever wonder if you're having a bad day.") • EX: Priests and ministers must be able to comfort grieving families and celebrate with newlyweds. • Physicians and nurses have one of the most difficult jobs in the world when it comes to emotional labor. They not only alleviate physical pain but must alleviate the emotional pain of dying patients and their families. They must deal with stressed-out patients and families on a daily basis. Research on emotional labor- Generalizations • Population: front line service workers • Where: training and employee manuals • What: examine surface acting and deep acting

Emotion as part of workplace: 0 Relationships

- looks at emotions that emerge from relationship in the workplace - relationships with others = major source of organizational emotion.

Effects of Organizational Communication Technology on 0 Communication patterns

- often augment, not replace older tech., info. overload, increase in upward communication, more equality in participation

Effects of Organizational Communication Technology on 0 Communication Content

- social/emotional cues may be filtered out; - less inhibition may lead to flaming (using certain technologies bc of perceived lack of consequences)

o Ownership Tension

- success is contingent on ownership of the problem and the change process Example: your student organization really wants to have more focus on grades/education- you want this to be emphasized more in your organization - however, the president of the organization doesn't care about grades... it's hard to change the focus of the org to education when the president doesn't care about education. For example... this chart shows how important managers are to successful change o Change has active support of chain and leadership is more successful, communicating and leading change. - Cannot assume that someone else is doing it.

Critique of Trait and Style approaches

- trait and style approaches have fallen into disfavor, as many scholars and practitioner are uncomfortable with the notion of a set of list of specific characteristics that defines all leaders. - different individuals might be differently suited for various leadership situations.

0 Outcomes from stressors and burnouts:

0 Physiological, attitudinal , and organizational results of burnout: 1. coronary heart disease and high blood pressure 2. lower levels of job satisfaction, motivation, and commitment 3. turnover • - Most prevalent link is between burnout and turnover.

o Burnout:

0 Strain that results from ongoing stressors. Chronic condition of being worn out (ex. health care workers; office staff on understaffed team) 1. Emotional exhaustion: core of the burnout phenomenon; feel fatigued, frustrated, used up, or unable to face another day on the job 2. Lack of personal accomplishment: "I'm a failure", incapable of effectively accomplishing job requirements. 3. Depersonalization: relevant only to workers who must communicate interpersonally with others (e.g. clients, students, patients) as part of the job. Such workers tend to "view other people through rust-colored glasses developing a poor opinion of them, expecting the worst from them, and even actively disliking them" • EX: Social worker, Rhonda came into her job highly motivated and idealistic. Works with inner-city families but eventually stops seeing her clients as individuals with special problems and now refers to them as case numbers; calls clients "lowlifes" She has trouble going to her job everyday. Gets depressed when she thinks about and reflects on what she originally wanted to do as a social worker.

• Managerial Grid o 5 conflict management styles for the concern for self and concern for others:

1. Avoidance: don't talk to other person about it (Low concern for others, low concern for self) 2. Accommodation: Give in, let the other have their way (High concern for others, low concern for self) 3. Competition: you want what you want.. don't care if it damages your relationship (Low concern for others, high concern for self) 4. Compromise: way to satisfy both you & other (still has you giving up something) (In the middle) 5. Collaboration: something that will benefit you and other (High concern for others and high concern for self)

• Critiques of Media Richness Theory

1. There is still media use behavior not accounted for by a match between task ambiguity and channel richness, and it is clear that we may have goals in addition to task ambiguity (e.g., relational maintenance)" - We use CTs for a number of reasons, not just to communicate task messages...sometimes the choice of media itself sends a message 2. Managers/employees may not always be rational 3. Characteristics of media might not be objective (easy to judge) and stable (enduring over time) • Objective: Think about your reactions to the iPad vs. your/our grandparent's reactions • Stable: What media have you used over the last few years that you HATED at first and judged as being lean, and then later found out they were pretty rich in nature... you just didn't know how to use them initially?

• Emotion Rules: (6)

1. Emotions in a professional way: should have control over emotions & maintain a business like atmosphere a. Ex. Don't fight or yell in the workplace? 2. Emotions to improve situations: use emotions to prevent or correct problems and create positive work climate a. Ex. Show how much you care about the project 3. Emotions to the right people: pos. and neg. emotions should be directed to the appropriate person in appropriate setting. a. Ex. Don't tell coworkers you hate your boss...maybe better expressed to someone outside the org! Don't tell boss about the personal troubles of your co-worker. 4. Emotions to help individuals: provide support & assistance for others a. Ex. Reach out to the new person~ help him/her to feel welcomed, appreciated 5. DO not manage emotions for personal benefit to the detriment of others: should not be managed in a way that is purely for self promotion a. Ex: don't be sneaky! Don't play the victim to get sympathy. Those really fake people- don't they annoy you? they annoy everyone else as well. 6. The expression of certain emotions is ALWAYS inappropriate: maintain role-appropriate control of positive emotions and should not abuse others. a. Ex. If you get a promotion it is not appropriate to go running through the halls yelling and singing about it- whether others were up for it as well or not.

2. Transformational Leaders:

1. Emphasizes communication and relationship 2. Through communication processes, leaders and followers create relationships that have the potential of transforming both the leader and the follower 3. Leaders and followers create relationships that help followers reach their full potential... transforming the leader and the follower 4. Leaders do this by exemplification: leaders exemplify their ideals in their own behaviors (leads by words & behaviors)

Phases of Conflict

1. Latent Conflict: 2.Perceived Conflict: 3. Felt Conflict: 4. Manifest Conflict: 5. Conflict Aftermath:

• Models of Leadership o Trait theories:

1. Leaders are born, not made 2. Leaders possess a set of traits • Intelligence: verbal ability, perceptual ability, and reasoning • Self-confidence: belief that one can make a difference • Determination: the persistent desire to get the job done • Integrity: honesty and trustworthiness • Sociability: Being friendly and outgoing 3. Leadership resides in the individual: YOU EITHER HAVE THEM OR YOU DONT

Tools for Framing in Leadership: (5) (MJCSS)

1. Metaphors: shows likeness to something else to give new meaning ("We're in hell"; "life/football is a game of inches", I feel our relationship is formal, like punching a ticket.) 2. Jargon/catchphrases: Frame a subject in familiar terms to enhance meaning; certain words that are important to us take on special meaning. help communicate a vision's "god" and "devil" terms "We've got to break the squares today. (winnners; losers; team; fight) 3. Contrast: uses opposites to make the point ("We can stay here and get the poop kicked out of us... or we can climb our way back"; "either we heal... or we die" 4. Spin: It puts a subject in a positive or negative light. Can revel your subjects strengths or weaknesses. EX: "Which Ray will show? the one who is cooperative and generous or the egotist who constantly reminds others of his successes?" 5. Stories: Frames subject by examples, which attracts attention and can build rapport (uses himself as an example - "used all my money, chased off anyone whose ever loved me" - you learn that when you start losing) EX: "In my first three years here, I was a lot like you. I thought..."

o Coping with burnout Communicative coping: (2)

1. Participation in Decision Making (PDM): Reduces two of the workplace stressors - role conflict and role ambiguity (should lead to increased knowledge of formal & informal expectations and formal informal policies)- think LMX and role development Employees who participate feel more valued by the org and feel a greater sense of influence and control in the workplace. Remember cognitive (enhanced information flow; employee contributions) and attitudinal or affective model (satisfying employee's higher order needs) of decision-making. 2. Social Support: - Functions of social support: 1. Emotional - let others know they are loved/cared for, increase esteem, let them cry. - EX: a message that boosts self- esteem or indicates unconditional regard. 2. Informational - provide facts & advice to help coping, info might decrease job-related stress or provide suggestions for dealing with burnout 3. Instrumental - physical or material assistance that helps individual cope w/ stress/strain (i.e., help finish project, cook dinner, more training). providing resources and labor employees need to cope with burnout. EX: spouse might cook dinner, co-worker help person finish dead-line, supervisor send person to management seminar for extra training. - Primary Sources of social support: Supervisors: instrumental and informational Co-workers: informational and emotional- I think this could be instrumental as well. Family, Friends: emotional and instrumental

o 3 Stages: unplanned change

1. Precrisis (threat) - work to prevent or prepare for possible problems (e.g., people prepared for Rita because it was after Katrina) - For example, at UT, we have text message system, campus shooter videos for professors to watch, Bcal line... - NFL Code of Personal Conduct: deterrence 2. Crisis (trigger) - trigger is what ignites the crisis (e.g., product failure, natural disaster); high uncertainty during this phase 1. This would be the shooting itself 2. The full Ray Rice video 3. Postcrisis (coping) - communication focuses on determining responsibility, apologizing, and establishing systems for coping with similar crises in the future 1. UT's response - focused on how well everything was handled 2. New Domestice Violence policy 3. NFL Domestic Violence PSA

1. Transactional Leaders:

1. Relationship in which there is an "exchange" of some sort between leaders and followers 2. Leads by "give and take" - EX: A political transactional leader exchanges a promise of social security reform fro the promise of a vote. - EX: Managerial transactional leader: exchanges a pay raise, a promotion, or verbal praise for hard work on a project.

o Style theories

1. Style theories suggest that leaders have particular behavioral "styles" that make them more or less effective leaders. EX: Blake & Mouton's Leadership grid 2. In recent years, scholars don't take these approaches 1. Many are uncomfortable with the notion that a set list of specific characteristics or behaviors defines all leaders 2. These approaches suggest a leader will be effective across all situations and followers... this doesn't match up with most of our experiences

Summary of Media theories: (3)

1. Theory: Media Richness (MR)—AIM= Managers match richness of media to ambiguity of task 2. Theory: Social Information—AIM= MR principles + considered communicative influences on media perception & choice 3. Theory: Dual-Capacity—AIM= MR principles + considered symbolic value of communication media

Effects of Globalization

1. Time and Space Compression: changing communication patterns and perceptions. - in the global workplace, everything moves quickly EX: you can be in Tokyo one day and Cleveland the next, and it's always the beginning of the workday somewhere around the globe. - Space and time are not longer directly connected. 2. Global Consciousness/Reflexivity: globalization enhances our sense of consciousness. EX: when we work in an organization that is global, multinational, or multicultural, we must be aware of the cultures of others and of our own attitudes, beliefs, and behaviors. 3. Disembedded: behavior and interaction are often lifted from their local context and restructured across time and space. EX: while working in a cybercafe, it might be difficult to know if one is in Seattle, Moscow, or Kuwait.

• Conflicting Allegiances:

B/c orgs. = complex systems, workers often feel conflicting loyalties • Conflicts may involve what's best for the individual vs. what's best for the company (or between varied departments, or also between sub-cultures) • Intense emotions - betrayal, dedication, jealousy - may be felt • E.g., Going to work and in school at the same time... Your team and your student organization meet on the same night...

The Stress Process:

Best conceptualized as one in which some aspects of the environment - called stressors- create strain on the individual-- called burnout-- which can lead to negative psychological, physiological, and organizational outcomes.

Organizational change processes

Change is inevitable -Change is a central concern in organizational life -The degree and impact of change varies

o Manifest Conflict:

Conflict enacted through communication. Interaction might involve cycles of escalation and de-escalation as various strategies are used. • Conflict is enacted (or engaged in) through communication. • The interaction can involve cycles of escalation (increasing the conflict) or de-escalation (trying to neutralize the conflict). • E.g., Deal with customers (e.g., Mrs. Allen) gives her a check to try and resolve the conflict EX: Members engage in debate - strategies - may soothe or magnify the conflict

o Bargaining (aka Negotiation)

Differs from other forms of conflict in its emphasis on proposal exchanges as a basis for reaching a joint settlement in cooperative-competitive situations. • It's a formal activity where parties negotiate within rules - "mutual concessions" mean that if person A gives up something, then person B should • Often involves representatives for parties - "I'll have my people call your people" • Often used to settle intergroup or interorganizational conflicts

Media Synchronicity Theory

Effective communication is achieved when there is a good fit between the 1. communication process: - Conveyance = transmitting a large amount of info for subsequent analysis E.X: report, paper. Convergence = creating shared meaning of abstract info EX: debate, conflict 2 AND 2. media synchronicity: - Synchronicity = simultaneous actions and focus EX: Meeting face-to-face with the shared goal of discussing a project.

o Situational Leadership:

acknowledges that different individuals might be differently suited for various leadership positions 1. EX: leader of your social organization vs. leader of your religious organization vs. leader of your academic organization. 2. EX: Some leaders might be good at running structures meetings and others might be more comfortable in freewheeling brainstorming sessions or presenting large-scale public speeches. 3. "It depends" on the situation

Problems associated with change (4)

Managerial support: Ownership Tension: Resistance: Uncertainty:

Theories of Media Usage (5)

Media Richness Social Information Processing Channel Expansion Dual Capacity Media Synchronicity

Models of Change: "planned change model" -The "planned change model"

Organizations are confronted with problem in environment or internal situations that suggest that current " ways of doing things" are not effective - Purposeful process of change over time 0 May have identifiable phases: explores need for change and possible solutions; plans for the institution of change; implantation of change; dissemination of information about change; integration of change into operations. EX: Each time we went through the exercise, you purposely changed things because it was planned, you could identify things that were changing. If it wasn't purposeful, it may be difficult to identify the change - Not simple 0 Your idea of what you were changing may have been different than the change that was perceived 0 You never know what will change 0 Change can have unanticipated outcomes

Channel Expansion Theory

Richness perceptions depend on an individual's personal experience with a specific medium. Richness = personal experience with media

• Effects of Organizational Communication Technology o On organizational structure (4)

Technology can vary the way we structure work and design organizations. Distributed work: People working together or for the same organization, but not necessarily in the same geographic location. • Central office (same time, same place), Traditional arrangement • Telework (same time, diff places), DM at Hyundai • Flextime (diff time, same place), very popular • Virtual organization (diff time, diff places), many startups

Discursive leadership

The idea moves from the views of leadership outlined earlier in this chapter to one that consider the ways in which leadership is socially constructed through interactions among organizational actors. - Leadership is accomplished through interactions with others, is a process or meaning management, and is grounded in the accomplishment of tasks. - EX: leadership exercised when ideas expressed in talk and action are recognized by others as capable of progressing task or problems which are important to them.

• The Dual-Capacity Model:

This model contends that media are not simply rich or lean, but that they must be examined in terms of their "carrying capabilities". Media then have the ability to carry two different types of messages: Data & Symbol • In sum, this theory predicts that people's media choices will be based on their assessment of both the data and symbol carrying capacity of a particular medium. EX: even if a task such as meeting reminder could be accomplished with a quick-email, the personal touch of a phone call might be called for in some organizational cultures.

· Communication Strategies and Choices in the Change Process: • Media choice - How?

What channels do you use to communicate change o Face to face - individual or group meetings o Phone o Email o Intranet

Compassionate Communication (3)

Workers in a wide range of human service occupations communicate emotionally in ways that involve processes of: 1. noticing: they must notice the need for compassion and the details of the clients' lives that will lead to appropriate communication. 2. connect: to clients by taking the other's perspective and establishing an empathetic bond. 3. respond: with verbal and nonverbal behaviors that can make a difference for troubled clients

The Changing Landscapes of Organizations • Globalization:

Worldwide complex interconnectedness among societies, cultures, institutions, and individuals o Flow of goods, services, money, people, info, & culture

Empathic concern(+):

affective response in which an observer has a nonparallel emotional response~ feeling for another (counselor dealing with a crazy person feels concern but doesn't share their hysteria) "feeling for" another. Feeling sad for a friend because they lost a loved one. - you understand someone's feeling and feel FOR them. 0 helps employee communicate effectively 0 understanding someones problems and seeing it from their point or view (but not vicariously experiencing it) will enhance your ability to provide good serves or care.

• Emotional contagion(-):

an affective response in which an observer experiences emotions parallel to those of another person ~ "feeling WITH another" (funeral home director who always feels sad when working with grieving families.) 0 hinders effective interaction 0 seen as a sort of weakness or vulnerability than a strength

• Unplanned Change o Crisis:

an event that is unpredictable, major threat that can have a negative effect on the organization, industry, or stakeholders.

tedium

boredom brought on by under load or by repetitive tasks

• LEAN media:

channels with none or few of the characteristics Used on unambiguous task = "communication success" o success b/c media low in richness match routine messages EX: flyers on our doors from apt complex about cleaning breezeways • Used on ambiguous task (Communication failure) = "data starvation", Too few cues to capture message complexity. EX: Incorrect way: If someone sent you an email and said "I sideswiped your car. I'm sorry" and that was it. EX: Correct way or using lean media: You need your roommate to stop @ the store to grab a loaf of bread, so you text message him or her. (low ambiguity, media is leaner)

• RICH media:

comm. channels that have all or many of the characteristics; • Used on Unambiguous task= routine tasks, excess cues cause confusion & surplus meaning. (Communication failure) = "data glut", • Used on ambiguous task, success b/c rich media match ambiguous tasks EX: what if I said that we need to meet so that I can instruct you how to take notes... that's so simple (test review makes more sense because that's a more ambiguous task) EX: F2f meeting about company layoffs • Ambiguous task = "communication success". o Instant feedback o Multiple cues o Natural language o Personal focus • EX: You are working on your group case study which is due in two weeks. Your group has tried to "talk" via email about the project but it just isn't working. The project is very detailed and complex. So you all sit down & chat face to face. Now you all know what our future tasks are for the next few weeks.

What are emotional rules?

emotional rules guidelines that determine how emotion can be expressed in the workplace

o Conflict Aftermath:

emphasizes that conflicts can have both short term and long term consequences • The effects of the conflict. • There are short-term and long-term effects on the individuals, relationship, and the organization. • E.g., They make fun of Angela for being bad with customer service EX: Problem is "resolved" to some degree. Consequences result...

o Resistance:

employees try to prevent the change from happening 1. Happens at lower levels 2. NOT ONLY HAPPENING AT THE LOWER LEVEL - executive level as well - If the rules to the game change, then that is a loss for VP and execs, so they might hoard information. 3. Ex. When travel reimbursement process changed, we refused to follow directions EX. VP Siemens - was very insecure, she moved up from working the system, in 7 years. She didn't know how to operate in a new system, so was giving inaccurate directions. Telling people to not worry about X or Y. Keep doing what they are doing EX: Teacher being forced to use new technology, ignores request and continues to teach the way she feels most comfortable, gets other teachers to do the same...

o Stressors:

environmental factor that create strain on an individual; factors that are difficult to deal with: • Workload: too much work to do and work is too difficult = work load stressor . In today's economy people are having to do more with less time bc of layoff • Role Conflict: having two or more role requirements that clash with each other • Role Ambiguity: uncertainty about role requirements 0 life events: divorce, retirement, pregnancy, or moving 0 home/work conflict: emotional strain of balancing work and home life.

Emotions in the Workplace Emotional Work:

genuine emotions on the job • EX: doctor telling patient they have cancer or a nurse might feel sorrow-- and express that sorrow-- on the death of a patient. • Professional positions • Health care • Education (students crying in office hours) • Human services • How to "do emotion" is rarely spelled out in these jobs. Some argue whether it is even their job.

Uncertainty:

heightened anxiety on the part of the workers o To improve, provide information o Interestingly, people rather have negative info about change than no info at all o If you're not communicating people will hear through the grapevine. o Timely information is also key - don't want to hear it from another source

• o Stress:

heightened anxiety/tension/pressure that may result over time in burnout.

• Surface acting:

hochschild's study looked at flight attendants~ told to "paste on a smile" to satisfy the airlines requirement of a friendly face in the cabin. (e.g. some telemarketing jobs encourage you to smile while talking, customers can "hear the smile" through the phone)

a. Managerial conflict resolution roles

i. Can vary- inquisitor, judge, investigator, problem solver ii. Problems arise between coworkers, so the manager might be called in to settle the dispute iii. - The manager can play a variety of roles - inquisitor, judge, investigator, problem solver, etc. o Ex. Manager could address dispute by establishing rules or dictating a specific solution, or might reward or punish subordinates in order to facilitate solution, or might work to change org in order to keep similar problems from happening again

o boundary spanners-

individuals on the "edges" of organizations who have significant interorganizational contact. Interorganizational conflict is stressful for boundary spanners cuz they are asked to understand the needs of both organizational insiders and outsiders with whom the negotiation takes place.

o Latent Conflict:

involves a situation in which the conditions are ripe for conflict because interdependence and possible incompatibility exist between the parties. • Here we learn that the environment is set for conflict to exist. • EX: Creed was not doing his job • Here, there's the possibility for conflict. • Latent means that something exists, but it's not developed yet • This is "hidden" conflict... it's below the surface EX: Teams with different goals asked to work on a project together

• Video • Best way to communicate authentically

is to believe that nothing is the truth, but that everything is subjective

• Social Information Processing Model:

media richness principles + considers communicative influences on media perception & choice; use of media can be explained by social environment - argues that communication between coworkers, supervisors, customers, and others affect media usage. o Technology as a function of: • Objective characteristics of the task & media (MRT) • Past experience & knowledge (Expertise) • Individual differences (Personal traits, and comfort level) • Social information (What do peers think?) o Two different examples analyzing twitter • Example 1: Twitter for 70 year old former news anchor desiring news updates 1. Good choice to get on it (Media richness, task ambiguity) 2. No experience with media technology, computers?? J 3. "stuck in old ways" 4. Friends say stay away from the new tech stuff • Example 2: Twitter for 18 yr old college student who wants news updates 1. Good choice to get on media wise (media richness, task ambiguity) 2. Lots of past experience with technology and similar type update, most on facebook/status updates etc. 3. Savvy with tech 4. Friends say cool! o EX: A lot of my friends admitted that they bought iPhones b/c all of their friends have one! No research, just social influence, in-crowd

• Emotional rights and obligations at work:

most workplaces include a strong sense of relational morality what is fair, right, and just in the workplace relationships. • When norms are disrupted, strong emotions can be seen • Nepotism: when people are promoted (or terminated) for the wrong reasons, others get angry. 0 EX: woman is accused of sleeping her way to a promotion, she punches the guy in the face and says file a grievance, and no one else questioned her again.

• Communication and Leadership: (3)

o "What": Content of the message matters o "How": Confidence & delivery matter- eye contact, appropriate use of facial expressions and gestures, increased vocal variety. o "Framing": is way of managing meaning in which one or more aspects of the subject at hand are selected or highlighted over other aspects

• Definition of conflict:

o "the interaction of interdependent people who perceive opposition of goals, aims, and values, and who see the other party as potentially interfering with the realization of these goals.

• Strategies for global management:

o Aspatial careers: Expert employees, who are mobile and globally oriented with proven ability and loyalty, with borderless careers are deployed and rotated in long term assignments. 1. Expats in London o Awareness building assignments: High-potential employees assigned to shorter-term (3-12 month) assignments in global positions to enhance global perspective and skills. screen employees for the ability to function in other cultures. 1. Junior Associates for McKinsey & Co, Boston Consulting Group o SWAT teams: Technical specialist assigned to short-term global projects. how? provide specialized skills and the transfers of technical processes and systems to global locations on an "as needed" basis. 1. Nigel in Ghana for Diageo o Virtual solutions: Employees work from a variety of locations on global solutions to problems. Use electronic communication to disperse information across locations 1. more likely for most organizations

• Approaches to Emotions from different perspectives

o Classical - Emotions are not an issue (except when they lower productivity). Working conditions may cause burnout - these folks will be replaced. o Human Relations - Job satisfaction is the privileged emotion. Support will be provided to manage stress and burnout. o Human Resources - Emotions are rarely considered. Participation in decision making reduces stress & burnout. o Systems - Emotions are sense making opportunities. Stress may be examined via the network. o Cultural - Expression of emotion may be a core value. Stress & burnout are bred through the interaction - thus can be removed. o Critical - Emotions indicate strain between status. Workers must resist stressful conditions leading to burnout.

• Patterns of Globalization

o Convergence: orgs are becoming similar worldwide, emphasizes need of organization to adapt their practices to the global market place 1. focus on global marketplace (e.g. Facebook, Twitter, Apple) 2. Companies are not only looking at US market, but global market -- Making us more alike in our search for workplace efficiency o Divergence: highlights differences among people, information, and cultures. Emphasizes the cultural distinctiveness, considering how meaning is constructed in various settings 1. Fast food menus differ slightly 2. Cars in England have steering wheel on right side -- making us appreciate our cultural differences. 0 Human Effects on Globalization: has to be considered as more individuals are working in unfamiliar cultures with people who hold different values and goals.

• Critiques: (4) (ITLO)

o Critique 1: Individuals are the only consideration. - conflict styles approach treats the individual communicator as the sole benchmark for conceptualizing conflict and for determining how it will develop. • (EX. Try to collaborate, but forced elsewhere on the grid) o Critique 2: Two-dimensional model insufficient - conflict styles approach relies too narrowly on two dimensional theoretical models that may not be internally congruent, exhaustive, or representative of conflict-handling modes in organizations. • (EX. Other issues like political implications of actions) o Critique 3: Limits communication - conflict styles approach limits communication to verbal behaviors, especially those that are rational and uncomplicated, mutually exclusive across different styles, and static and unchanging. • (EX. Nonverbal; passive aggressive actions!?) o Critique 4: Organization not important - conflict styles approach treats the organization as being in the distant background rather than in the center stage of conflict activity. • (EX. What type of company are you in bureaucratic? Flat?)

A variety of _______, _________, & __________ forces are transforming the workplaces of organizations competing in the global marketplace: (3)

o Economic o Political o Technological

Workplace bullying:

persistent, verbal and nonverbal aggression at work that includes personal attacks, social ostracism, and a multitude of other painful messages and hostile interactions.

• The three characteristics of conflict (the "three I's")

o Incompatibile goals: Conflicting goals, interests ex: two social workers might disagree on the best way to conduct home visits for prospective foster families. o Interaction: the expression of the incompatibility—when you go to that person and say we have a conflict and need to fix it. When it's affecting the relationship. Takes place during contact negotiations. through communication the conflict is instantiated and through communication the conflict is dealt with EX: labor management—interact when labor workers start to strike. o Interdependence: incompatibility isn't sufficient condition for organizational conflict to result, only when org members are interdependent does conflict arise. ex: one manager supports participative decision making, while another believes in authoritative management style, incompatibility can exist until interdependencies develop→ two managers are asked to work on the same project, then conflict emerges - One cannot exist without the other. Both sides need each other. EX: Can't have NFL or NBA without the players, and also people need jobs and compensation for there work. Players need a place to play or a team to play on.

• Different types of change (4) (IOpCSd)

o Individual- changing people, people's duties, responsibilities. (EX: New CEO) - changing kids' individual lives. Helping students see themselves differently - they are "teachers" for each other; should not allow themselves to be distracted by technology or sports. o Organizational processes- changing what the org does (charging for checked bags, more seats) - what they study and how they study (science, focus on team/peer-based learning, even walking to class together) o Culture- Changing the Culture - the culture of school is different - strong focus on academics (no football team) **Collaboration, not competition. o Strategic direction- changing the goals, objectives, mission (increase profits) - focus on getting kids into grad school for STEM • Where the company wants to go...

• Levels of conflict (3)

o Interpersonal level: The level at which individual members of the organization perceive goal incompatibly. o Intergroup: considers aggregates of people within an organization (eg work teams, departments) as parties in the conflict. • When aggregates of people are in conflict • Involves work teams or departments within an organization • Can be complicated with members within a group hold varied opinions • Communication occurs within and between groups o Interorganizational: involves disputes between two or more organizationals. This kind of conflict can involve both competition in the marketplace, perhaps between two stores competing for the same market share or two firms trying to get the same consulting contract.

• Distributive

o Maximize own gains, minimize own losses o Issues- fixed-sum issues with limited resources o Outcome- compromises, trade-offs, and win-lose results o Communication- info seeking, withholding data, and deception in disclosures EX: Think of a pizza. You are going to eat a pizza with your roommate, so you have to split it up somehow. - you want to get as much of the pizza as you can.

b. Outside Conflict Resolution:(2)

o Mediators: Facilitates, but no decision power • Nondirective - secures info and clarifies misunderstandings • Procedural - establishes agenda/protocol for conflict resolution • Reflexive - regulates tone; develops rapport (humor/lighten the mood) • Directive - initiates recommendations o Arbitrators: make decision based on the proposals and arguments of the parties involved in the conflict. (both sides attempt to persuade arbitrator- often binding)- this is what Vince Vaughn and Owen Wilson 1. Ex: wedding crashers

Communication Strategies and Choices in the Change Process • Recall Team 4A's recommendations for Case 4, For the Good of Many -- TWO Solutions:

o Solution 1 • Employee participation in decision making • Direct workplace democracy via the cognitive model o Solution 2 • Howard needs to embody transformative leader • Emphasize communication • Change the narrative: change= positive growth • Use the underscore and explore strategy

• Different methods of change (4) (TSMP)

o Technical- Using tech/innovation to make the changes (TVs, WiFi, power outlets improve service) - new technology - or in this case, less technology o Structural- Alter the hierarchy/system/network = change the organization. - companies on campus, internships on campus o Managerial- Top down change (CEO driving the changes) - (typically, this would be if your manager was driving the change; in this case not really present)...Here, it's Rabowski being a hands-on leader o People- Bottom up change (investors/stakeholders calling for changes) - Changing how students see themselves - "scholars" not just students

Truths behind the myths:

o These are why organizations don't communicate big changes more personalized. o Leader should provide VISION - educate and motivate. o Risk of sending something by email - ASSUME THE SEE AND READ THE EMAIL - o Communication is not an event it's a process o Need to send a couple of different emails, Q & A, need to have appropriate communication strategy. o Employees are scared if they have questions - they don't want to admit they don't understand. o Take the employees out to lunch - you can't assume they will ask. The manager might be out of the office etc.

• Integrative

o Working to maximize gains for both parties o Issues- variable-sum issues shaped by overlapping positions o Outcomes- creative solutions not attributable to specific compromises o Communication- open sharing of info; accurate disclosure of needs and objectives • Ex: you and your roommate talk about what parts of the pizza you each like (crust? Meat?) and split it up accordingly so that you can both be happy

o Perceived Conflict:

occurs when one or more of the parties believes that incompatibilities and interdependence exist. • Someone perceives that a conflict exists. • Perception of incompatible goals and interdependence. • They know there's a conflict when they find the watermark • E.g., Find watermark EX: Members perceive that goals and/or values are different

o Contingency theory:

pick right leader for the situation 1. Different situations call for different leaders; leadership styles should "match" the situation. 2. EX: leader who likes to focus on tasks would be more effective in structured situations than a leader who likes to focus on relationships. - However, contingency theory still emphasizes the characteristics and the style of the leader and the needs of particular situations... - What is still being left out is the role of those being led in the organization

• Relational networks and Emotional Buzzing

rumor mill • Emotion spreads like wildfire in the workplace • One negative comment in a meeting can lead to an uprising. Interdependent working relationships can magnify and quickly distribute true or faulty information. • EX: When and where can you talk bad about your boss? EX: a rumor about a possible downsizing leads to wide spread panic.

emotional intelligence

the ability to naturally understand & manage emotional content of workplace relationships; can be trained; involves understanding, self-awareness, & self-control

o Felt Conflict:

the parties begin to formulate strategies about how to deal with the conflict and consider outcomes that would and wouldn't be acceptable. • People get personally involved in the conflict. • They focus on the conflict issue. • They plan conflict management strategies. • E.g., Michael's strategy meeting with staff - he assigns people to handle diff aspects of conflict EX: Members begin to actively plan strategies for preventing or managing an impending conflict interaction

• Deep acting:

trying to evoke more realistic emotional displays by using deep-acting like imagining the airplane cabin as a friendly living room or sympathizing with the stress of an irate passenger. (e.g. At Hudson's, we were trained to treat customers as guests in our home)

• Managerial support:

upper management must be in support of change o Senior management doesn't back the change. First indicate the "problems" identified management support for the change process is critical. **Example: conventional wisdom suggest that it is a senior management who has the most impact on change. When senior management do not back up the change effort or when there vision is not effectively shared w/ others in the organizations, it is unlikely that a change effort will be successful. -Sometimes is true when there is an external change agent involved in the change process. - EX: consultants vs. management

• Whom to communicate and in what order?

usually communicate with those inside organization, but could lead to "tunnel vision" about the needs of customers or external constituents o Leaders first? o Managers to teams? o All employees at once? o External stakeholders - media, shareholders, local community

Third Party Conflict Resolution Roles (3)

• A third party like a friend or coworker is brought in to help settle the conflict or provide support for one of the parties a. Managerial conflict resolution roles b. Outside Conflict Resolution roles

o Coping with burnout • Individual coping: (3)

• Appraisal-centered: changing the way one thinks about the stressful situation. - Framing (need to get through this for the future, only 1 more year etc) EX: Ok only two more years left of school and I'm out of here. I'm going to make a lot of $$ when we IPO. • Emotion-centered: dealing with the negative affective outcomes of burnout. Reducing negative/relaxation techniques; Yoga, therapy, exercising, acupuncture- whatever! - Problem-centered: dealing directly with the stressors causes of burnout (most effective!) - Change or remove cause (ie. delegate responsibility, talk to supervisor, time management) Looking for solutions in organizational environment to directly and proactively reduce the burnout.

Approaches to conflict from different perspectives, (classical, systems, etc.)

• Classical - conflict is breakdown of communication; managed (often by 3rd party) to the extent it detracts from efficiency • Human Relations - Conflict is faulty or unhealthy relationship; avoid conflict or compromise to return to harmony (happiness) • Human Resources - Conflict as an opportunity for growth; collaborate to meet self and other concerns for future well-being • Systems - Conflict is activity cycles that may escalate/de-escalate; correlated with interdependence • Cultural - Conflict results from different value systems. Factors such as national origin, age, and ethnicity can potentially heighten conflict situations • Critical - Conflict is caused by deeper imbalances of power based on issues such as class, culture and economic factors.

• Approaches to Leadership

• Classical- Change is view negative unless carefully controlled by management. leadership is tied to management; based on defines traits and abilities that only management have • Human relations- Change is seen as a human process that should factor in employees concerns. Leaders emphasize needs of workers to foster work satisfaction. • Human resources- Employees encouraged to participate in change process, and the skills of leaders are adapted to specific situations. • Systems- Change viewed as complex process involving interaction among multiple stakeholders. Leaders encouraged to harness the power of communication network connections. • Cultural- Chance practices are seen as reflections of org. practices and assumptions and effective leadership is dependent on an understanding of prevailing values and and subcultural beliefs • Critical- Planned change and leadership processes viewed as mechanisms through which management establishes power and authority. Truly democratic change can enhance employee voice in the org.

o Types of Bargaining:

• Distributive bargaining: • Integrative bargaining:

• Tension btw public & private in the work place

• Emotion is prevalent in the workplace because the private and public are often in conflict in organizational life • EX: Who all do you invite to your wedding? Creates hurt feelings, etc. • What if your best friend outside of the workplace is your boss within the workplace? Can create conflict.- "Don't date your co-worker"

Leadership communication myths (5)

• Employees don't care about that • Employees don't need to know that • Managers (or others) are communicating with employees, so it's not necessary for me to do so as well • I sent an email, so they understand (spray and pray) • Employees will ask if they have questions

o Media Richness Model

• Managers match richness of media to ambiguity of task; • lean = unambiguous, rich = ambiguous

Reactions to Organizational Change

• Schemata- knowledge structures that define the beliefs (individual and collective) of how organizations work and how change happens. - Can be either confirmed (correct) or disrupted (wrong) - EX: Mergers are rarely equal transactions, more likely to be takeovers o When we are receiving money, I look forward to changes. When we lose funding, I dread the changes.

o Coping with burnout • Organizational coping: (3)

• Socialization: programs can enhance the clarity of employee role definition. Know what you are getting into, experience less burnout. • Sabbaticals & breaks: Work load can be carefully monitored and controlled, implement "time-outs" to recharge. • Reducing conflict: Reduce conflict between home & work with on site daycare, flex time, telecommuting

Managerial Strategies for Communicating about Change: (5)

• Spray and Pray -Management shower employees with all kinds of information in the hope that employees will be able to sort out significant and insignificant information. (Less effective). - EX: ONE email with a TON of information, 4 emails, meetings, update employee information, JUST SO MUCH information, but not really answering questions esp WIIFM • Tell and Sell -Management selects a limited set of message regarding core organizational issues -Management "tells" employees about these issues and then "sells" employees on the wisdom of the chosen approach. More persuasive (moderately effective) • Underscore and Explore -Management focuses on fundamental issues related to change success and allows employees to creative freedom to explore various possibilities (most effective) - EX: happens with smaller meetings, here are the challenges let's brainstorm how can we work together to do things differently? Time consuming and messy. • Identify and Reply -Management listens to and identifies key concerns of employees and then responds to those issues as they are brought up (Moderately effective) - EX: Member of executive leadership team talk through FAQs, lets talk about your concerns. This is what this really means, this is why we made this decisions. Send me an email come to this feedback meeting. • Withhold and uphold -Management withholds information as much as possible. When management is confronted with questions or rumors, they uphold the party line. (Less effective)

o What employees want to know: (2)

• Strategic information • How is the company doing? • What do changes mean for our company? • Functional Information • What else is going on? • How can I help make a difference?

Aspects of work relationship that create potential for intense emotion:

• Tension btw public & private in the work place: • Relational networks and Emotional Buzzing: • Conflicting Allegiances: • Emotional rights and obligations at work: