Unit 2 Part 1 Comm

5. a) Explain the spiral of negativity in conflict (hint: criticism, contempt, defensiveness, withdrawing)

Criticism (Poorly Given, Poorly Received) -> complain without blame Contempt -> build culture of appreciation Defensiveness -> take responsibility Stonewalling --> Do physiological self-soothing

7 a What is dialogue?

Dialogue is characterized by divergent thinking, inquiry (understand other position), and shared meaning and focus.

d) Why does the model use the term "espoused" values and beliefs?

Espoused is used because it means to adopt or support and level 2 is all about how things ought to be done in the organization. The values and beliefs ought to be adopted.

c) How is it that concertive control operates through identification and discipline?

Identification (perception of oneness of belonging to the organization) and is maintained by discipline (power is embedded in the system)

e) What alternative view of power do critical scholars suggest?

Ideology 1. Traditional Approach • Power based on position 2. Symbological Approach • Power based on communication, relationships 3. Radical-Critical Approach • Need to explore differences between surface structures vs. deep structures • Race, gender, ethnicity

4 e How are managing acceptance and independence goals useful for managing conterm-66flict?

If you can help people manage those needs then conflict is supposed to go more smoothly. It can lead to a solution.

1 (d Explain task, identity, and relationship goals?

following cards

competition-

high concern for self, low concern for others

6 (b How long does it typically take to return to a calm state after flooding?

Recommended: 20 min.

2. How would each of the approaches to organizing (e.g., classical, human relations, human resources, systems, culture, and critical) frame and/or intervene in conflict?

Refer to table 9.4 in book (ch 9)

2 Why is managing conflict in organizations important?

Related to healthy organization. If you can handle feedback well. If you are handling conflict it can be healthier and tie to personal advancement.

Accommodation-

low concern for self, high concern for others

Avoidance-

low concern for self, low concern for others

9. a) List and explain the differences between feminine and masculine styles of work?

masculine, feminine. Described on following cards

Compromise-

middle concern for self, middle concern for others.

Conflict - (Chapter 9) 1. a) What is the core principle we highlighted in our definition of conflict?

the interaction of interdependent people who perceive opposition of goals, ais=ms, and values, and who see the other party as potentially interfering with the realization of these goals

g) How does the Disneyland case illustrate the dialectic of control and sources of power for the powerless?

the workers used the culture agaınts those in power. they played the system for their benefit

d) What are the principal criticisms of thinking of organizational culture as something an organization has?

Treats culture as concrete and designed Suggests that culture is easy to change Obscures useful ideas about culture Influence on/ from communication and meaning Organizational climate

b) What are the primary emphases of critical approaches?

Unitary • Conflict is rare & negative • Common org goals Pluralist • Conflict is inherent & positive • Groups have divergent interests Radical • Conflict & power are reflections of societal struggles • Orgs are sites of domination

b) Are such expressions of power about relationships between individuals?

Yes

c) Are such expressions of power seen as possessed by individuals?

Yes

1 (f Define acceptance and independence identity goals and provide examples

You want to be accepted, you want to be seen as a good worker, and independent. You don't want to be seen as someone who needs to be micromanaged.

Identity goals

center around who am I and who are you. Who is the better worker, the better spouse, who is more responsible.

masculine

competitive effort, cause-effect analysis, autonomy, strict boundaries between personal and work life, views leadership as a hierarchy of control.

c) How are these frames related to the concept ideology

concept of hegemony- viewing sexual harassment as a "harmless joke" or "flirting" as a way of normalizing and even supporting patriarchal underpinnings in the workplace

classical

conflict is viewed as breakdown of comm and managed to the extent that the existence of conflict detracts from organizational efficiency

feminine

cooperative effort, integrative/holistic analysis, group work, fluid boundaries between life and work, views leadership as a web of connections

4. a) How could clarifying goals while highlighting interdependence assist in managing conflict?

could save time and help achieve goal faster and more efficiently

unitary-

emphasis is placed on common organizational goals. conflict is rar and negative.

b) How are these work styles problematic?

this is problematic because of the generalities/stereotypes of the different styles of work. prejudices.

d) How does the theory of concertive control further illustrate the concepts of ideology and hegemony?

*Identification and discipline Workers identify with the values and decisions and for disciplining other members of the work team. Even in a work place designed with participatory ideals, the ideology of management is upheld through everyday practices of organization members.

incompatible goals

- central to most most definitions of conflict and can involve a plethora of issues in the organizational setting.

b) How have these forms developed over time?

???

b) What is deconstruction?

???

interdependence

- conflict only arises when there are members that are interdependent.

interaction

- conflict that involves the expression of incompatibility, not just its existence.

pluralist

- consists of many groups with divergent interests. conflict is seen as positive.

Collaboration

- high concern for self, high concern for others

radical

- organization is viewed as a battleground where rival forces strive for achievement. conflict and power are seen as larger class struggles in society

d) Why is such a conception of power incomplete?

???

4. a) Explain the four functions of ideology?

1. Interests of the few represented as interests of all 2. Denies system contradictions 3. Naturalizes current state as filed 4. Control through hegemony

1. a) What are the components of Deal and Kennedy's "strong cultures?"

1. Values are the beliefs and visions that members hold for an organization 2. Heroes are the individuals who come to exemplify an organizations values 3. Rites and rituals are the ceremonies through which an organization celebrates its values. An organization that values innovation may develop a ritualistic way of rewarding the new ideas of employees. In other orgs, rites and rituals might include a company picnic or awards banquet for outstanding employees. 4. The cultural network is the communication system through which cultural values are instituted and reinforced. The cultural network could consist of both formal organizational channels such as newsletters and the informal interactions of employees.

4 c When can goal shifting occur?

Perspective goals before Transitive goals during Retrospective goals after

1 (e What types of identity goals are common in most conflict?

Acceptance and independence. Acceptance is desire to be liked, independence is desire to not be micromanaged.

5 (c according to Gottman, which nonverbal is the worst?

Anger and disgust

3. a) What is ideology

BOOK DEFINITION "the taken for granted assumptions about reality that influence perceptions of situations and events. Ideology "structures our thoughts and controls our interpretations of reality" Ideology shapes our understanding about what exists, what is good, and what is possible.

e) How does the dialect of control suggest the potential for resistance?

By changing the way one participates they can upset that power structure.

3 What are the research-based recommendations for managing conflict?

Clarify goals Highlight overlap between those Helps others manage identity Give appropriate feedback Use empathic listening skills Monitor own nonverbal expressions Remember the positive Over learn conflict management skills

4. a) In what sense are organizational communication and culture intertwined? Provide examples.

Communication and culture are intertwined because the organization itself is the culture. Culture is complicated, emergent, and fragmented. Complicated because there are a lot of subcultures within an organization. They tend to emerge over time and endure.

b) What are the implications of treating culture as constituted symbolically (e.g., culture as complicated, fragmented, and emergent)?

Complicated: Below the surface, things may be hidden Fragmented: There can be little subcultures within Emergent: Emerge through interactions over time

f) What are the sources of power for those without formal organizational power?

Expertise Effort and interest Attractiveness Location and position Coalitions Rules Culture

6 (a What is flooding?term-58

Flooding is a response where you become over come with emotion, adrenaline can hit your system. Similar to a fight

1) a Explain the unitary, pluralist, and radical frames for organizational communication

Following cards

1. a) What are the conflict management styles? / b) How does each of the styles balance a concern for others and a concern for self?

Following cards

b) Explain goals, interdependence, interactive, multilevel in relation to conflict in organizations.

Following cards

4 (b What is goal-shifting?

Goal shifting you may be wanting one thing but then you shift from one goal to another. Ex: Incredibles mom and dad argument; goals shifted throughout.

b) What is hegemony?

Hegemony refers to a process in which a dominant group leads another group to accept subordination as the norm. It is "manufactured consent" in which employees willingly adopt and reinforce hierarchal power structures.

c) Provide examples of each.

Heros = Walt Disney, Steve Jobs (they come to embody what their org stands for and tends to be upper level people) Values= what does the organization value/ can be spoken or displayed through actions Artifacts= Visible organizational structures or tangible things (toms, clothes, Mickey mouse, McDonalds) easy to see hard to define. Ritual/ Ceremonies= Could be formal with a competition or celebration but could be informal like leaving an hour early on Fridays. Metaphors= "Rally the troops" "Time is money" people within orgs use to describe their culture Stories= Heroes and stories tend to overlap Communication rules: Vienna Sausage Company

b) Explain the indicators of organizational culture that we discussed..

Heros, values, artifacts, communications rules, rituals ceremonies, metaphors, stories

b) Which is consistent with prescriptive approaches to culture?

Peters and Watermans

6. How do the "intraprenuership," IBM, and flair (Office Space) stories illustrate the concepts of ideology and power?

In Office Space the boss used his power to influence the ideology of the organization (restaurant) upon the waitress. In the organization, groups acted as entrepreneurs to then sell their product to the company. They then realized they are doing all the hard work of entrepreneurs but not getting the benefits. IBM, it showed system contradictions. The CEO was denied entry and it is because he was the CEO that made the story interesting. This illustrates the elements of ideology

c) Does microresistance benefit the oppressed? Why or why not?

It can benefit them psychologically. It provides them solidarity because they have a way to vent.

3. a) Explain Schein's model of culture.

It has three levels which are level 1 (behaviors and artifacts, level 2 (espoused values), and level 3 (basic assumptions)

c) How does the Apple case in the film, In Search of Excellence, illustrate these principles?

It illustrate the simple form lean staff. A bias for action, because they took a risk. Close relations to the customer, they tended to have employees that were younger.

d) What is the dialectic of control?

It is upholding rules/ power structure. Power is a two way street by having power being held over you you uphold their power in return.

c) What does it mean to say that artifacts are hard to decipher?

It's easy to see them but not know what the underlying meaning unless you are a member of the organization. Ex. Green Apples in the company shown in lecture.

b) Explain the three levels of culture in Schein's model? Provide examples.

Level 1: Artifacts Visible evidence of the culture: Architecture, furniture, technology, dress, written docs, art, job titles, awards, forms of address, decision-making style, comm during meetings Level 2: Espoused Values How things ought to be done in the organization: Safety, innovation, diversity, hard work Level 3: Basic Assumptions Shared among members, unspoken beliefs about reality/ truth, time, space, human nature/activity/relationships: Mistakes are okay, diversity = success, #1 no matter what

10)a

Liberal, radical, standpoint.

8. a) Explain the order of the four forms of group discussion (i.e., debate, polite discussion, skillful discussion, and dialogue) using the three continua we articulated (i.e., divergent vs. convergent thinking, advocacy vs. inquiry, individual vs. shared meaning).

Look at dialogue notes (drawing)

b) What is microresistance? Provide examples.

Micro-restistance is resistance that is more subtle. An example could be wearing a shirt in protest but not verbalizing the resistance.

7. a) What is resistance? What is emancipation?

Resistance is when workers can exert counter pressure on this exercise of power and control. Emancipation is the "liberation of people from unnecessarily restrictive traditions, ideologies, assumptions, power relations, identity formations, and so forth, that inhibit or distort opportunities for autonomy, clarification of genuine needs and wants, and thus greater and lasting satisfaction"

2. a) Define classical ways of thinking of power (i.e., reward, coercive, referent, expert, legitimate).

Reward Power Person A has power over Person B, because they can give them some reward (pay, status, award) for B's compliance. Coercive Power Person A has power over Person B, because they can punish them in some way (e.g., poor work assignments, relocation, and demotion). Referent Power Person A has power over Person B, because Person B wants to be like (wants to emulate) Person A (e.g., mentors, charismatic leaders). Expert Power Person A has power over Person B, because Person A has some expertise that the other person needs but doesn't have (e.g., tech support, technical professionals). Legitimate Power Person A has power over person B, because of an organizational structure like a hierarchy.

e) Are organizational members equally aware of all three levels in the model? Explain.

Scheins model No they are not equally aware. They are aware of the espoused values but they are not aware of all three levels.

5. a) Explain the four forms of control?

Simple Control- involves the direct and authoritarian extortion of control in the workplace Technological control- involves control exerted through technological workplace processes such as assembly lines or computer programs Bureaucratic control is based on the power of hierarchal structure and the rational-legal rules that emanate from the bureaucratic structures Concertive control- reinforcing values of the team

1 (g What type of goals do most people focus on in conflict first?

Task goals first.

1. What does the cultural emphasis focus our attention on in the study of organizations?

The cultural metaphor takes the approach in understanding organizations as sites of interlinked beliefs, values, behaviors, and artifacts

c) What makes the critical approach distinct from the other approaches to studying organizations?

Theorist illuminates hidden power structures, goal is to emancipate powerless groups Critical theorist focuses on POWER

1. a) What does it mean to say that an organization is a power struggle?

Theorists see power as a "Defining, ubiquitous feature of organizational life" The concept of power is typically equated with the related constructs of control and domination and these ideas are central to all critical theorists.

2. a) What does it mean to say that it's possible to see culture as something an organization has versus something an organization is?

These prescriptive approaches treat culture as a thing that an org has. This objectification of culture is risky because when we objectify culture, we de-emphasize the complex processes through which organizational culture is created and sustained (fragmented, emergent)

b) How is the work of Deal and Kennedy similar to Peters and Waterman's work?

They were attempting to identify aspects of organizational culture that were prevalent in high performing companies.

2. a) What is organizational culture?

a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid, and therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems."

b) Explain each of the "framing devices" used from sexual harassment narratives?

accepting dominant interest, simple misunderstanding, reification, trivialization, denotative hesitation, public/private expression/culture

2. a) Explain Clair's study of the framing of sexual harassment

accepting dominant interests, simple misunderstandings, reification, trivialization, denotative hesitancy, public/private issue

b) What nonverbal expressions are especially relevant in conflict situations? Why?

anger and disgust are most important. anger is expected, and disgust is is the WORST

Task goals

are things that need to be done. People focus on this first

.Relationship goals

are who we are to each other. Normally you don't want things to fester.

8. What is the underlying assumption in feminist approaches to organizational communication?

assume that women and men see/experience the world and communicate in it differently

radical

protests and organizes new system outside the system

standpoint:

seek to recognize, understand and include marginalized groups. purely communicational

c) Why does it matter that incompatibility between goals is perceived incompatibility?

the basis of organizational conflict lies in the perceptions of incompatibility regarding a variety of organizational issues.

liberal

works within the system

c) Can thinking about the conflict during a break prolong flooding?

yes

5. a) What are Peters and Waterman's characteristics of an "excellent culture?"

•A bias for action •Close relations to the customer •Autonomy and entrepreneurship •Productivity through people •Hands-on, value driven •Stick to the knitting •Simple form, lean staff •Simultaneous loose-tight properties

b) Define a bias for action, close relations to the customer, autonomy and entrepreneurship, productivity through people, hands-on/value driven, stick to the knitting, and simultaneous loose-tight properties.

•A bias for action- Excellent orgs react quickly and do not spend excess time planning and analyzing •Close relations to the customer- Excellent organizations gear decisions and actions to the needs of customers •Autonomy and entrepreneurship- Excellent organizations encourage employees to take risks in the development of new ideas •Productivity through people- Excellent organizations encourage positive and respectful relationships among managements and employees •Hands-on, value driven- Excellent organizations have employees and managers who share the same core value of productivity and performance •Stick to the knitting- Excellent organizations stay focused on what they do best and avoid complex structures and division of labor •Simple form, lean staff- Excellent organizations avoid complex structures and divisions of labor •Simultaneous loose-tight properties- Excellent organizations exhibit both unity of purpose and the diversity necessary for innovation