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Chapter Twelve: Communication and Conflict Resolution Skills

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Chapter Twelve: Communication and Conflict Resolution Skills

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177 views22 pages

Chapter Twelve: Communication and Conflict Resolution Skills

Uploaded by

dominique babis

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© All Rights Reserved
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CHAPTER TWELVE

Communication and
Conflict
Resolution Skills
Learning Objectives

• Explain why good communication skills


contribute to effective leadership.
• Describe the basics of inspirational and
emotion-provoking communication.
• Describe the key features of a power-
oriented linguistic style.
• Describe the six basic principles of
persuasion.

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 2


Learning Objectives

• Describe the elements of supportive


communication.
• Be sensitive to the importance of
overcoming cross-cultural barriers to
communication.
• Identify basic approaches to resolving
conflict and negotiating.

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 3


Communication and Leadership

• Effective leaders are also effective


communicators
• To be effective, the leader must synchronize
verbal and nonverbal behavior
• Technology has had a meaningful impact
on leaders’ communication and
coordination

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 4


Inspirational Speaking and Writing

• Be credible
• Use the persuade package of influence
tactics
• Gear your message to the listener
• Sell group members on the benefits of your
suggestions
• Use heavy-impact and emotion-provoking
words

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 5


Inspirational Speaking and Writing

• Use anecdotes to communicate meaning


• Back up conclusions with data (to a point)
• Minimize language errors, junk words, and
vocalized pauses
• Write crisp, clear memos, letters, and
reports, including a front-loaded message
• Use a power-oriented linguistic style

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 6


Principles of Persuasion

• Liking: People like those who like them


• Reciprocity: People repay in kind
• Social proof: People follow the lead of
similar others

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Principles of Persuasion

• Consistency: People align with their clear


commitments
• Authority: People defer to experts
• Scarcity: People want more of what they
can have less of

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 8


Principles of Supportive Communication

• Problem oriented, not person oriented


• Descriptive, not evaluative
• Based on congruence, not incongruence
• Focused on validating, rather than
invalidating, people
• Specific, not global

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Principles of Supportive Communication

• Conjunctive, not disjunctive


• Owned, not disowned
• Requires listening as well as sending
messages

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Attributions and Cross-Cultural Communication

• Effective leaders must overcome


communication barriers created by dealing
with people from different cultures
• A major underlying factor in overcoming
cross-cultural communication barriers is to
understand attributions

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Attributions

• The judgments we make about the behavior


and attitudes of others
• Three factors affecting attributions include:
– Perception
– Stereotyping
– Ethnocentrism

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 12


Overcoming and Preventing
Communication Barriers
• Be sensitive to the fact that cross-cultural
communication barriers exist
• Challenge your cultural assumptions
• Show respect for all workers
• Use straightforward language, and speak
slowly and clearly

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 13


Overcoming and Preventing
Communication Barriers (cont’d)
• When the situation is appropriate, speak in
the language of the people from another
culture
• Observe cross-cultural differences in
etiquette
• Do not be diverted by style, accent,
grammar, or personal appearance

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 14


Overcoming and Preventing
Communication Barriers (cont’d)
• Avoid racial or ethnic identification except
when it is essential to communication
• Be sensitive to differences in nonverbal
communication
• Be attentive to individual differences in
appearance

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 15


Conflict Management Styles

• The competitive style is a desire to win


one’s own concerns at the expense of the
other party, or to dominate
• The accommodative style favors
appeasement, or satisfying the other’s
concerns without taking care of one’s own
• The sharing style is halfway between
domination and appeasement

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 16


Conflict Management Styles

• The collaborative style reflects a desire to


fully satisfy the desires of both parties
• The avoidant style combines
unassertiveness and a lack of cooperation

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 17


Negotiating and Bargaining

• Conflicts can be considered situations


calling for negotiating and bargaining, or
conferring with another person in order to
resolve a problem
• Two approaches to negotiation:
– Distributive bargaining
– Integrative bargaining

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 18


Negotiation Techniques

• Begin with a plausible demand or offer


• Focus on interests, not positions
• Search for the value in differences between
the two sides
• Be sensitive to international differences in
negotiating style

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 19


Summary

• Effective leaders are effective


communicators
• Leaders may develop inspirational and
powerful speaking and writing by following
a set of suggestions
• A power-oriented linguistic style is one way
to communicate with inspiration and power

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 20


Summary

• Leaders can improve their communication


by following the six principles of
persuasion
• Skill can also be developed in using
nonverbal communication
• Supportive communication leads to
effective leadership by enhancing
communication between two people

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 21


Summary

• Overcoming cross-cultural communication


barriers is another leadership challenge
• A major factor in overcoming cross-cultural
communication barriers is to understand
attributions
• Leaders must also be skilled in conflict
management

Copyright © by Houghton Mifflin Company, Inc. All rights reserved 12 - 22

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