Leadership 5

Group task roles

Initiator Information seeker Information giver Opinion seeker Elaborator Coordinator Orienter Evaluator Energizer Procedural technician Recorder

Negotiation destructive

Intimidation & manipulation- Focuses on negotiation as a competition instead of collaboration Ridicule- goal is intimidation Ambiguous or inappropriate questioning- keep focused on task at hand Flattery- makes recipient reluctant to disagree fully Gestures of helplessness- keep focused on issue Aggression- stop process and step away to re-evaluate before a decision is made

categories of conflict

Intrapersonal - ethical dilemma Internal strive Interpersonal = b/t 2 ppl Intergroup : groups of ppl, about an issue

Stages of conflict resolution

1 antecedent. no conflict 2. issues & roles, conflict can be resolved open comm = id pot/act prob 3. conflict emotionalized, hostility, fear, mistrust, anger, conflict felt/not perceived as problem 4. action taken, might w/d compete, debate, seek resoln 5. + : fair hearing - : if managed poorly may resurface

Group Member Roles

Aggressor Blocker Recognition seeker Self-confessor Playboy Dominator Help seeker Special interest pleader

Misconception of assertiveness

All behavior is either assertive or passive To get what you want, all you have to do is be assertive Being assertive will: Increase the odds of getting what you want Increase your self-esteem To be assertive is to be aggressive Assertiveness is unfeminine Assertive communication is rude or insensitive

Collaborating

An assertive & cooperative conflict resolution all parties set aside original goals & work together establish a supraordinate or common goal Rare when a wide difference in power is present

Smoothing

An individual attempts to reduce the emotional component of the conflict Attempts to pacify the other party Focus on agreements rather than differences (can be passive aggressive/avoid)

21. How can the Internet be best used as a means of improving one's personal nursing practice? A) Accessing the latest research and best practice information B) Communicating with other health-care team members C) Minimizing the need for paper documentation D) Securing patient information for confidentially

Ans: A Feedback: As an information source, the Internet allows nurses to access the latest research and best practice information so that their care can be evidence based. The remaining options are not focused on personal nursing practice.

8. An RN is orienting a new graduate nurse to the unit and has found this individual's charting to be inadequate. What is the most appropriate statement to initiate a discussion with the new RN? A) ìTell me in your own words what you intend your charting to convey.î B) ìYour charting is non-descriptive.î C) ìDo you think a refresher course in charting would help you?î D) ìAre you having difficulty assessing your patient?î

Ans: A Feedback: Assertive communication is not rude or insensitive, nor is it passive aggressive.

21. What is the result of arriving at a consensus? A) All involved parties agree to support the way a conflict has been resolved B) A conflict is resolved by meeting the goals of all involved parties C) It resolves a conflict by an initial unanimous decision D) Conflict is resolved through the mediation process

Ans: A Feedback: Consensus means that negotiating parties reach an agreement that all parties can support, even if it does not represent everyone's first priorities. Consensus decision making does not provide complete satisfaction for everyone involved in the negotiation as an initially unanimous decision would, but it does indicate willingness by all parties to accept the agreed-upon conditions. Mediation is not a required factor in arriving at a consensus.

9. What is the most important criterion for success for health-care providers collaborate on patient care? A) Having mutual respect for one another's knowledge and expertise B) Having the skills to negotiate successfully C) Liking each other enough to want to collaborate D) Being willing to cooperate with each other

Ans: A Feedback: In collaboration, problem solving is a joint effort with no superior/subordinate relationships. Mutual respect is required for its success. While the other options identify factors that add to the collaborative process, its foundation is mutual respect.

10. Which statement describes the informal communication referred to as ìthe grapevine? A) Most personnel engaging in the unofficial exchange of information. B) Information exchange is initiated by subordinates and directed upward C) Information is conveyed unofficially by administration through department heads D) The exchange of information initiated by someone in a staff position to someone in a line position

Ans: A Feedback: Informal communication through the ìgrapevineî occurs when most personnel are involved in the unofficial exchange of information. This process is not accurately described by any of the other options.

19. What is the name given to the first stage in the conflict process? A) Latent B) Perceived C) Felt D) Manifest

Ans: A Feedback: The first stage in the conflict process is called latent conflict, which implies the existence of antecedent conditions. Latent conflict may proceed to perceived conflict or to felt conflict. Manifest conflict may also ensue. The last stage in the process is conflict aftermath.

20. Considering dispute resolution, which statement is true regarding what occurs during mediation? A) It uses a neutral third party; is a confidential, legally nonbinding process designed to help bring the parties together to devise a solution to the conflict B) It asks questions to clarify the issues C) It makes a final decision for the parties in conflict D) It involves presentation of evidence including that of expert witnesses

Ans: A Feedback: Mediation uses a neutral third party; is a confidential, legally nonbinding process designed to help bring the parties together to devise a solution to the conflict. None of the other options accurately describes the process of mediation.

23. After a compromise has been made, what is the manager's initial action? A) Clearly restating the compromise's specific outcomes to all involved B) Thanking all involved for their cooperation on reaching the compromise C) Evaluating the compromise's outcomes for fairness to all involved parties D) Assuring all involved that the compromise will not cause a change in goals

Ans: A Feedback: Once a compromise has been reached, restate it so that everyone is clear about what has been agreed upon. A compromise by its natural requires a change in original goals. The evaluation for fairness needs to have been done prior to the compromise being agreed upon. Thanking all involved is appropriate but would not be the initial action.

17. What are the least common sources of organizational conflict? A) Communication problems B) Organizational structure C) Individual behavior within the organization D) Self-scheduling

Ans: A Feedback: Self-scheduling is not generally associated with common causes of organizational conflict. The most common sources of organizational conflict are communication problems, organizational structure, and individual behavior within the organization.

5. Which statement reflects the contemporary thinking about conflict? A) It can lead to new ideas B) It leads to decreased motivation C) It should be avoided whenever possible D) It is neither qualitative nor quantitative

Ans: A Feedback: Some level of conflict in an organization appears to be desirable since it appears to prevent organizational stagnation. None of the other options reflect contemporary thinking about conflict.

19. What is the most significant barrier to effective interpersonal communication? A) Incongruence between verbal and nonverbal messages B) Incongruence between telephone and written messages C) Incongruence between verbal and written messages D) Incongruence between telephone and nonverbal messages

Ans: A Feedback: The incongruence between verbal and nonverbal messages is the most significant barrier to effective interpersonal communication.

18. What occurs when there is very little conflict in an organization? A) Stasis B) Increased productivity C) Decreased effectiveness D) Employee immobilization

Ans: A Feedback: Too little conflict results in organizational stasis and decreased productivity, whereas too much conflict reduces the organization's effectiveness and eventually immobilizes its employees.

2. When does communication have the greatest likelihood of being accurately interpreted? A) More than one mode is used B) Face-to-face communication is used C) Written communication is used D) The sender repeats the message using the same mode

Ans: A Feedback: Using various communication methods in combination increases the likelihood that everyone in the organization who needs to hear the message actually will hear it. The other options are single methods.

16. The nurse-manager facilitates a conflict that involves the delineation of staff job descriptions. What is this an example of? A) Responsibility charting B) Smoothing conflict C) Alternate dispute resolution D) Mediation counseling

Ans: A Feedback: When a supervisor delineates job duties to persons in conflict, it is called responsibility charting. The other options are not related to job description conflict.

3. Which statement concerning nonverbal communication is true? A) It is consistent across cultures B) It is given more credence than verbal communication when the two are incongruent C) It should be minimized because it confuses the receiver regarding the true intent of the message D) It is a significant part of the communication exchange only when it is not congruent with the verbal exchange

Ans: B Feedback: Because nonverbal communication indicates the emotional component of the message, it is generally considered more reliable than verbal communication. None of the remaining options present true statements regarding nonverbal communication.

13. What is ìConsensusî in negotiation referring to? A) One party wins at the expense of another B) The willingness by all parties to accept agreed-on conditions C) The most rapid conflict resolution strategies D) An unanimous decision has been reached

Ans: B Feedback: In a consensus, an agreement is found that all parties can support, or at least not oppose. The term is not used to describe any of the other options.

2. A charge nurse assists a group of personnel to resolve their conflict, with the outcome being that the two opposing goals were discarded and new goals were adopted. What is this an example of? A) Smoothing of conflict by the leader B) Facilitating collaboration among personnel C) A majority rule approach D) A good lesson in compromising

Ans: B Feedback: In collaboration, all parties set aside their original goals and work together to establish a common goal. None of the other options are examples of the described outcome.

6. Which behaviors would be associated with a group in the ìnormingî stage? A) Group members actively attempt to impress each other with their credentials B) Group members establish short- and long-term goals for the group to accomplish C) Group members achieve stated goals D) The group terminates and celebrates its accomplishments

Ans: B Feedback: In the norming stage, consensus evolves as group cohesion develops. This is the only option that describes a behavior associated with a group's norming stage.

25. Which personal characteristics will best help meet the psychological needs of conflict negotiation? A) Perseverance and assertiveness B) Calmness and self-assuredness C) Compassion and reflectiveness D) Organization and preparedness

Ans: B Feedback: Negotiation is psychological and verbal. The effective negotiator always appears calm and self-assured. The other options are not as impactful when considering the psychological aspects of the negotiation process.

5. The hospital is facing low census and downsizing. However, the RNs have been assured that everyone on the unit will keep their jobs and downsizing will occur through normal attrition and voluntary absences without pay. Today, the evening charge nurse reported that last evening the staff was discussing various rumors about mass layoffs. What is the best approach to take? A) Tell an informal leader on the evening shift the truth and let the leader spread the news informally B) Hold a meeting for all staff members and tell them that the rumor is not true C) Ignore the rumor because it will soon pass D) Find out who started the rumor and correct the information

Ans: B Feedback: Nurse-leaders should intervene appropriately when communication problems (in this case, rumors) arise. The remaining options fail to fulfill that responsibility as effectively as the correct option does.

20. Which method best provides a structured orderly approach to communicating accurate, relevant information, in emergent patient situations as well as routine handoffs? A) GRRRR listening model B) SBAR tool C) Hospital information system D) Wireless, local area networking

Ans: B Feedback: SBAR provides a structured, orderly approach to provide accurate, relevant information, in emergent patient situations as well as routine handoffs. The other options are not as focused on providing information in all the described situations.

7. Which statement describes assertive communication? A) It makes you respect yourself and allows you to get what you want B) Although it is unfeminine, it is a necessary communication skill for female managers C) It involves rights and responsibilities for all parties in the communication D) Assertive communication will never offend anyone

Ans: C Feedback: Assertive communication allows people to express themselves in direct, honest, and appropriate ways that do not infringe on another's rights. The remaining statements do not correctly describe assertive communication.

24. A nurse-manager is engaged in a negotiation with staff representatives when the discussion becomes controlled by a particularly aggressive member. Which action will the nurse-manager take to assure that the process is successful? A) Asks that the aggressive individual recognize the rights of all the other members B) States, ìI need to have time to think over all that we have discussed.î C) Halts any discussion until new representatives can be appointed D) Shares with the members that aggressiveness negatively impacts the negotiations

Ans: B Feedback: Some people win in negotiation simply by rapidly and aggressively taking over and controlling the negotiation before other members realize what is happening. If managers believe that this may be happening, they should call a halt to the negotiations before decisions are made. Saying simply, ìI need to have time to think this overî is a good method of stopping an aggressive takeover. The other options are much less effective and may even lead to increased aggressiveness among team members.

23. Which nursing action demonstrates compliance with the American Nurses Association (ANA) principles for social networking by nurses? A) Strictly avoiding the use of social networking in a professional setting B) Participating in the development of institutional policies governing online conduct C) Ignoring any information that appears to have the potential to harm a patient's welfare D) Realizing that social networking is not related to a nurse's professional boundaries

Ans: B Feedback: The ANA has developed principles for social networking that include participation in policy development, nurse patient boundaries, separating personal and professional online information, and reporting to authorities when patient welfare has been potentially harmed.

8. When is the competing approach to resolving conflict used? A) When fair play is important to all involved parties B) When one party wins at the expense of the others C) When managers need to control a volatile situation D) When an appropriate political strategy is necessary

Ans: B Feedback: The competing approach is used when one party pursues what it wants at the expense of the others. Because only one party typically wins, the competing party seeks to win regardless of the cost to others. Neither manager control nor political strategy is necessarily associated with the competing approach to resolving conflict.

4. What did the interactionist theorists of the 1970s believe about organizational conflict? A) It should be dealt with immediately B) It should be encouraged C) It was an indication of poor management D) It should be avoided

Ans: B Feedback: The interactionist movement encouraged organizations to promote conflict as a means of producing growth. The remaining options were not necessarily supported by the interactionist theorists.

22. Which behavior by a team member is demonstrated through cynicism and a nonchalance attitude about the group's work? A) Blocker B) Playboy C) Dominator D) Recognition seeker

Ans: B Feedback: The playboy remains uninvolved and demonstrates cynicism, nonchalance, or horseplay. The blocker persists in expressing negative points of view and resurrecting dead issues. The dominator attempts to control and manipulate the group while the recognition seeker works to focus positive attention on himself.

16. What is the traditional form of communication in organizations that helps to coordinate activities in various levels of the hierarchy? A) Upward B) Downward C) Horizontal D) Diagonal

Ans: B Feedback: In downward communication, the manager relays information to subordinates. This is a traditional form of communication in organizations and helps to coordinate activities in various levels of the hierarchy. The other forms are not as effective as the various levels of an organization's hierarchy.

22. What is the function of an ombudsperson? A) Providing expert testimony in conflict cases B) Mediating disputes between an organization and its employees C) Educating individuals involved in a grievance situation of their rights D) Monitoring the implementation of the terms of a conflict's compromise

Ans: C Feedback: A function of an ombudsperson is to assure that those involved in a conflict understand their rights as well as the process that should be used to report and resolve the conflict. This role is not appropriately described by any of the other options.

9. The RN overhears the nurses' aide speaking in a harsh tone to Mrs. Smith, who has some early Alzheimer's memory loss. Which statement will the RN make to begin addressing this issue? A) ìYou must remember to watch your tone of voice with patients. Someone might overhear.î B) ìDo you think it would be a good idea to have an in-service on dealing with Alzheimer's patients?î C) ìI am concerned about your conversation with Mrs. Smith. It seemed short and impatient.î D) ìI have decided to reassign Mrs. Smith to another aide.î

Ans: C Feedback: Assertive communication effectively identifies and addresses an issue without being rude, insensitive, or passive aggressive. None of the remaining options actually identifies the communication problem.

15. What location of the SBAR charting tool states the patient's problem? A) Situation B) Background C) Assessment D) Recommendation

Ans: C Feedback: Assessment is where the nurse states the patient's problem. The problem is not documented in any of the other SBAR locations.

11. Which statement best defines conflict? A) It involves an internal struggle resulting from value-related discord B) Its basis is the violation of personal rights or values C) It centers on either internal or external discord between individuals D) It is the outcome of a visible struggle between individuals

Ans: C Feedback: Conflict is generally defined as the internal or external discord that results from differences in ideas, values, or feelings between two or more people. The remaining options describe only limited aspects of conflict.

3. Which is a true statement about negotiation tactics? A) Ridicule often takes the form of ambiguous or inappropriate questioning and is a diversionary tactic B) Most managers successfully resist the illness/wellness tactic because of their nursing preparation. C) Negotiation tactics can be manipulative; thus, managers should know how to identify and counter destructive tactics D) The tactic of paternalism allows both parties in the negotiation to reach a consensus of opinion

Ans: C Feedback: Destructive negotiation tactics are never a part of a successful collaborative conflict resolution. A good manager will be alert for such tactics. None of the other options are true statements regarding negotiation tactics.

14. What is important to remember about gender differences in communication? A) Men are more collaborative communicators B) It rarely impacts nursing care C) It affects the quality of organization communication D) Women are more competitive communicators

Ans: C Feedback: Men are usually more competitive and less collaborative than women in their communication patterns, and differences often impact the quality of organization communication.

7. Which statement is true concerning perceived conflict? A) It develops during the first stage of the conflict process B) It is sometimes referred to as antecedent conflict C) It occurs if the conflict is intellectualized D) It occurs when the conflict is emotionalized

Ans: C Feedback: Perceived or substantive conflict is intellectualized and often involves issues and roles. The person recognizes it logically and impersonally as occurring. None of the other options are true statements concerning perceived conflict.

17. What portion of GRRRR (greeting, respectful listening, review, recommend or request more information, and reward) is being used when the speaker summarizes the information conveyed to make sure the message was understood correctly? A) Greeting B) Respectful listening C) Review D) Recommend or request more information

Ans: C Feedback: Review occurs when the speaker summarizes the information he/she has conveyed to make sure the message was understood correctly. Once the speaker is finished conveying this summary and the other party has validated or clarified it, the listener has enough information to recommend or request more information. This does not occur in any of the other portions of the model.

14. The nurse-manager is negotiating for the funds necessary to purchase several new isolettes for the facility's newborn nursery. The Chief Financial Officer (CFO) states, ìI've always been curious about that piece of equipment; how does it actually work?î What negotiation action has the CFO engaged in? A) Collaborating B) Smoothing C) A diversionary tactic D) Appropriate fact finding

Ans: C Feedback: The CFO was consciously or unconsciously using a diversionary tactic. The action described is not accurately associated with any of the other options.

1. What is the best combination that characterizes the communication process? A) Sender receiver message B) Receiver message sender C) Sender message receiver D) Message sender receiver

Ans: C Feedback: The combination that best characterizes the communication process is sender message receiver. The other options would result in the likelihood of miscommunication.

12. Regarding group building, what is the responsibility of the gatekeeper? A) Mediating, harmonizing, and resolving conflict B) Accepting and praising the contributions and viewpoints of group members C) Facilitating and promoting open communication of all group members D) Recording the group's process and providing feedback to the group

Ans: C Feedback: The gatekeeper makes sure all voices in the group are heard in order to facilitate and promote open communication. The role of gatekeeper is not accurately described by any of the other options.

4. An RN is a team leader for a small module of patients. While listening to a tape- recorded report on Mr. Smith, one of your team members remarks, ìMy mother lives near him and she says his wife is a terrible housekeeper.î As the leader of the team, what will the RN do? A) Ask the informant to be quiet B) Include the information in report for the next shift C) Ask the team member what the purpose was in sharing the information D) Ignore the comment

Ans: C Feedback: The role of the leader is to encourage communication that is appropriate and discourage communication that is inappropriate among staff. The other options fail to convey that responsibility.

15. Several RNs on the unit want to address the possibility of initiating flextime on the unit. What is the manager's initial response? A) Assuring the RNs that their suggestion will be taking under consideration B) Asking the RNs to circulate a partition to be signed by employees who support the change C) Arranging for the RNs to air their views at the next staff meeting. D) Sharing with the RNs that they need to address the issue with upper management

Ans: C Feedback: This manager should plan to let employees air their views at the next staff meeting. Nursing managers can no longer afford to respond to conflict traditionally (to avoid or suppress conflict), because this is nonproductive. In an era of shrinking health-care dollars, it has become increasingly important for managers to confront and manage conflict appropriately. The ability to understand and deal with conflict appropriately is a critical leadership skill.

24. Which vocal delivery suggests that a person is asking a question rather than making a statement? A) Loudness B) Slurred words C) Tentativeness D) Rapid delivery

Ans: C Feedback: Vocal clues such as tone, volume, and inflection add to the message being transmitted. Tentative statements sound more like questions than statements, leading listeners to think that you are unsure of yourself, and speaking quickly may be interpreted as being nervous. Loud and slurred speech can be barriers to communication.

18. What communication mode is considered most reliable in conveying the emotional component of the message? A) Written B) Verbal C) Nonverbal D) Telephone

Ans: C Feedback: Nonverbal communication is considered more reliable because it conveys the emotional part of the message. The other modes are not as effective with conveying emotion.

12. What is a critical goal in negotiation? A) That gains for each party are different but equal B) That the hidden agendas of all parties be exposed C) That each party willingly reveals their negotiated limits D) That both parties perceive that they have won something they value

Ans: D Feedback: A successful negotiation leaves both parties feeling like they have gained something they want and/or value. None of the other options are considered a goal of negotiation.

13. What statement about the maintenance of confidentiality is true? A) It must never be breached B) It is made easier with electronic technology C) It is primarily the duty of the medical records staff D) It can be breached when necessary for legitimate professional need

Ans: D Feedback: Confidentiality of patients must be upheld, unless there is a legitimate professional need to know, such as when a provider must share information about a patient with another provider so that the other provider can assume care. None of the other options is an accurate statement regarding confidentiality.

6. What term is used when two or more people have conflict about values or goals? A) Intergroup conflict B) Common control C) Intrapersonal conflict D) Interpersonal conflict

Ans: D Feedback: Interpersonal conflict happens between two or more people with differing values, goals, and beliefs. No other option is used to describe this situation.

10. A registered nurse reports to the nurse-manager that the team's nursing assistant regularly fails to complete assigned tasks. The nurse-manager responds that it is the nurse's responsibility to talk with the nursing assistant about this problem. The manager is engaged in what aspect of conflict? A) Conflict avoidance B) Conflict smoothing C) Encouraging competitive conflict D) Facilitating conflict resolution

Ans: D Feedback: Managers should not intervene in every conflict, but should urge subordinates to handle their own problems. This is an example of supporting conflict resolution. The action of the manager is not reflective of any of the other options.

11. Which statement regarding a memo is true? A) A memo makes it main point at least twice B) A memo is written using an authoritative format C) Headings are not used in a memo to avoid confusing the reader D) Only essential information is included in a memo

Ans: D Feedback: Only essential information is included in a memo since extraneous information will detract from the message. None of the other options presents correct information concerning a memo.

1. Which action is an accepted tactic when engaged in a negotiation? A) Being willing to win at any cost B) Communicating only when asked direct questions C) Compromising only as a last resort D) Beginning with a high but realistic expectation

Ans: D Feedback: The selected starting point in negotiations should be at the upper limits of the negotiator's expectations, within reason. However, negotiators must realize they may have to come down to a lesser goal. The other options are not reflective of accepted tactics used in successful negotiations.

25. A nurse sits at the foot of a patient's bed during an admission interview. This positioning supports the proxemics concept of which psychological comfort zone? A) Intimate relationships B) Personal interactions C) Social exchange D) Public distance

Ans: D Feedback: The study of how space and territory affect communication is called proxemics. In the United States, between 0 and 18 inches of space is typically considered appropriate only for intimate relationships; between 18 inches and 4 feet is appropriate for personal interactions; between 4 and 12 feet is common for social exchanges; and more than 12 feet is a public distance (Loo). Most Americans claim a territorial personal space of about 4 feet.

AVoiding

Aware of a conflict but choose not to acknowledge it or attempt to resolve it Avoiders frequently have low self-esteem

Resoln strategies

Compromising Competing Cooperating/accommodating Smoothing Avoiding Collaborating

Communication* key

Communication problems Organizational structure Individual behavior

Conflict theory

Conflict is viewed as neither good nor bad it can produce growth or be destructive, depending on how it is managed Too little conflict results in organizational stasis Too much conflict reduces the organization's effectiveness and eventually immobilizes its employees

Strategies for conflict resoln

Confrontation - face to face vs email, text, messages Third-party consultation- neutral party Behavior change- cases of dysfunctional conflict. Education, training, sensitivity training Responsibility charting- Clear expectations Structure change- changing reporting structure, boundaries Soothing one party- temporary solution used in crisis. Wait few days before addressing (cool-off period). Must resolve underlying issue

Seeking consensus

Consensus - negotiating parties reach an agreement that all parties support Does not provide complete satisfaction Willingness of parties to accept decision All parties support, or at least do not oppose, an agreement Is Time consuming: Generally the biggest challenge in consensus building

Compromising

Each party gives up something it wants Can end up antagonistic if parties feel they gave up too much Both parties give up something of equal value Best scenario results in win-win

group building -maintenance roles

Encourager Harmonizer Compromiser Gatekeeper Standard setter Group commentator Follower

Negotiation closure

End on a friendly note Restate the final decision Hide astonishment at your success Make the other party feel that he or she also won Follow up with a memo

Tips for resoln

Focus on causes of disagreement & not on personalities Arrive at solutions acceptable to everyone Differentiate between facts and opinions. Get all the information possible. Listen carefully & do not prejudge Do not focus on HOW the conflict occurred. Focus on what should be done to keep it from recurring Concentrate on understanding & not on agreement

Group communication

Forming : introduced to one another come together Storming : conflict occurs as id and process is developed Norming : consensus achieved, overcome conflict & resoln Performing : actual work is performed, together energies developed (Adjourning) : termination

Group dynamices

Group Task Roles Group building and maintenance roles Individual Roles of Group memebers

Comm Strategies

Leader-managers assess organizational communication: Who communicates with whom? Timely? Formal? Chain of command? Leader-managers understand the organization's structure and recognize who is affected by decisions: Formal and informal communication networks Communication is not a one-way channel: Other departments or disciplines are consulted Communication must be clear, simple, precise: Sender adjusts communication based on target audience Senders should seek feedback whether communication is received: Ask for information to be repeated back Multiple communication methods should be used: Use a variety of communication methods (memo, flyer, email, internet, etc.) Unnecessary information should not be disclosed: This would overwhelm subordinates and affect emotions, values and perceptions

Alternative Dispute Resolution (ADR)

Mediation- neutral 3rd party, confidential, non-binding Goal: bring parties together Fact-finding- Listens to both parties Meets with privately Assists to identify solutions Arbitration- used when mediation fails Legally binding. Both sides heard and 3rd party makes decision Ombudsperson - handles grievances

Competing

One party pursues what it wants, at the expense of others Seeks to win regardless of cost to others Win-lose: loser angry, frustrated, wants to get even

Cooperating-accomodating

Opposite of competing One party sacrifices his or her beliefs and allows the other party to win Expectation of future accommodation or payback

Types of communication

Passive - Has strong feelings about a subject Person suffers in silence Avoids conflict Aggressive Direct, threatening, condescending Infringes on others rights Intrudes into personal space Indirectly aggressive (passive-aggressive) Aggressive message presented in passive manner Limited verbal exchange Incongruent nonverbal behavior Manipulative (sarcasm, complain, damaging) Lacks mutual respect Assertive - Allows expression in direct, honest manner Does not infringe on others rights Uses first person, calm, eye contact Verbal & nonverbal communication match Not rude or insensitive but insists on being heard

How to deal with an aggressive person

Reflect: Reflect the speakers message back. Focus on the meat of the communication Repeat the assertive message: Repeat assertions and focus on objective content. Point out the implicit assumption: Listen closely and let the individual know they were heard. Restate the message by using assertive language Question: Assists the aggressor to be aware of the unwanted behavior.

Negotiation

Resembles compromise when used as a conflict negotiation strategy Emphasis is on accommodating differences between the parties Each party must consider trade-offs and the bottom line to negotiate successfully Negotiation is psychological and verbal Effective negotiator looks calm and self-assured

Common sources of conflict

Scarce resources Restructuring Poorly defined role expectations

Conflict

The internal or external discord a result of differences in ideas, values, or beliefs of two or more people; conflict is natural, neither positive nor negative differences in economic and professional values competition among professionals Organizational conflict, some is good, although the optimum level for a specific person or unit at a given time is difficult to determine

Conflict response

Typical response to conflict: Avoidance Suppress WHY = Non-productive, perpetuates the conflict

Channels of communication

Upward: From subordinate to superior Downward: From superior to subordinate Horizontal :From peer to peer Diagonal: Between individuals at differing hierarchy levels and job classifications Grapevine: Informal, haphazard, and random, usually involving small groups SUBJECT TO ERROR and GOSSIP

Negotiation Strategies

Use factual statements; listen and keep an open mind Discuss issues and not personalities Be honest; start tough Delay when confronted with something totally unexpected Never tell other party, willing to negotiate totally Know the bottom line try not to use it; take breaks if either party becomes angry or tired

Organizational communication

Variables: Number of levels that communicate Gender Power and status Teamwork & job satisfaction decline when: Employees do not feel heard Ideas and contributions ignored Change delayed

Communication types

Verbal - Words communicated to others Non-Verbal - Body Language Problems occur when verbal and nonverbal messages do not match Effective communication occurs when the sender validates what the receivers see and hear.

Conflict resoln outcomes

Win-Win—optimal goal in conflict resolution Win-Lose Lose-Lose

Modes of Communication

Written - email, memo, reports, texting. Managers need to be able to write clearly Face-to-face - in person, oral communication, meetings, work groups, presentations Telephone - Prompt clarification of messages. Unable to see non-verbal communication Nonverbal - facial expression, body movements, gestures. Conveys emotion. Can be misinterpreted.

Enhancing communication

active listening, utilize sbar, isbarr,

GRRR

greeting, respectful listening, review, recommend/request, reward (thank for collab)

Org Conflict

relationship b/t org conflict & effectiveness too lil : stasis too much: reduced org effectiveness, leads to immobilization of employees