© 2011 delmar, cengage learning part iii people in the police organization chapter 8 communication,...

© 2011 Delmar, Cengage Learning

Part IIIPeople in the Police Organization

Chapter 8Communication, Negotiation, and

Conflict Resolution


Learning Objectives

1. Understand the importance of communication, negotiation, and conflict resolution from an administrative perspective.

2. State the purposes, manners, and modes of communication.

3. Explain the communication process.

4. List the many barriers to communication.

5. Understand what it takes to become an effective communicator.

6. Understand communication networks as well as technological advances in communication.

7. List the types and sources of conflict.

8. Know the methods of dealing with conflict.

9. Understand the negotiation process.

10. List several tools for effective negotiation.


Communication

• The process of exchanging information and meaning between individuals through a common system of symbols, signs, and behavior

• One person cannot communicate alone• Communication does not occur until the message is

received and read or heard, and its meaning understood


Purposes of Communication

• Achieve understanding between two or more people• Express an opinion• Prompt action from the listener• Support actions initiated by another person• Achieve departmental goals• Increase efficiency and quality


Symbols, Context, and Perception

• Symbols are the words, gestures, and pictures that give meaning to another person.

• Context gives more information about the symbol. • Perception is the process through which people select,

organize, and interpret sensory input to give meaning to their surroundings.


Manners and Modes of Communication

• Formal Communication• Informal Communication• Verbal Communication• Nonverbal Communication


Formal Communication

• Within the framework of the formal organization• Vertical communication: exchanging messages between two

or more levels of an organization’s hierarchy– Downward communication: information flows from a higher level to one

or more lower levels in the organization– Upward communication: information flows from lower levels to one or

more higher levels in the organization

• Horizontal communication: exchanging messages within or across work units– Includes: task coordination, problem solving, information sharing,

conflict resolution, and peer support


Informal Communication

• Within the framework of the informal organization• Constantly develops and changes• Used by a variety of people when the need arises• Advantageous and should be encouraged• Disadvantages: “grapevine” and “rumor mill”


Verbal Communication

• Oral communication– Speech

• Written communication– Written messages


Nonverbal Communication

• Refers to behaviors– Inflection of the voice and emphasis given to words– Expressions of the body that impart information to a receiver

• Can be unintentional on the part of the sender• Categories of nonverbal behavior

– Kinesics– Proxemics– Paralanguage– Object language


The Communication Process

The Simplified Process:

1. Sender transmits

2. The message to

3. A receiver


The Rule of Five

• The Rule of Five refers to the set of five receiver steps in the communication process.

• The sender wants to ensure that the receiver accomplishes these five steps.

• If accomplished, communication is judged successful.1. Receive

2. Understand

3. Accept

4. Use

5. Give feedback to the sender


Barriers to Communication

• Physiological barriers• Psychological barriers

– Stereotyping– The halo effect– Projection– Perceptual defense– Cognitive dissonance

• Other barriers


Keys to Effective Communication

• Active listening• Fairness, openness, and “straight talk”• Avoiding emotionally loaded terms• Simple, clear language• Appealing to all five senses• Reinforcing words with action


Communication Network

• The number and arrangement of the various communication channels that exist

• Establishes the relationship between people and their relative power and leadership

• Networks play an important role in the emergence of informal group leaders


Technological Advances in Communication

• E-mail• Internet and the World Wide Web


Conflict

• A struggle that results from opposing needs or feelings between two or more people

• The best tool for managing conflict is communication.• Negative conflict

– Builds animosities, depletes energies, divides groups

• Positive conflict– Stimulates interest, prevents stagnation, encourages creativity


Types of Conflict

• Interpersonal conflict• Intragroup conflict• Intergroup conflict• Interorganizational conflict


Sources of Conflict• Incompatible goals and time horizons• Overlapping authority• Task independence• Status inconsistencies• Scarce resources• Communication failures• Individual differences• Incompatible procedures for rewarding and reprimanding

performance


Types and Sources of Conflict Facing Police Administrators

• Employee conflict• Conflict between one police department and another• Conflict with the public


Conflict Resolution Strategies

• Altering the source of the conflict• Appealing to third parties• Adopting an interpersonal conflict-handling approach• Increasing diversity awareness and skills• Practicing job rotation or temporary assignment• Using permanent transfers or dismissals• Changing organizational structure and/or culture


Negotiation

• Engaging in give-and-take discussions; considering various alternatives to reach a joint decision that is acceptable to both parties

• Negotiation guarantees that needs and desires will be heard and that at least a portion of the request is fulfilled.

• Possible results:– Win-lose– Lose-lose– Win-win


Types of Power Used in Negotiating• The power of competition• The power of risk taking• The power of commitment• The power of expertise• The power of the knowledge of needs• The power of investment• The power of rewarding or punishing• The power of identification• The power of morality• The power of precedent• The power of persistence• The power of persuasive capacity• The power of attitude

© 2011 Delmar, Cengage Learning© 2012 Delmar Cengage Learning

Other Components of Negotiation

• Time• Information• People smartness• Planning

© 2011 Delmar, Cengage Learning© 2012 Delmar Cengage Learning

Implementing the Negotiating Process

• Written agendas are critical to success.• Questions need to be asked:

– Obtain information.– Ensure appropriate information is provided.– Discover the personality of the other person.– Show that one is interested in the other person.

• Take time to think

© 2011 delmar, cengage learning part iii people in the police organization chapter 8 communication,...

Documents

cengage learning communication

communication process

importance of communication

communication networks

cengage learning symbols

cengage learning manners

conflict resolution

quality slide