the importance of negotiation problem solving & decision making communication & conflict...

The Importance of NegotiationProblem Solving & Decision

MakingCommunication & Conflict Styles

Small Group Communication

SMALL GROUP COMMUNICATIONSMALL GROUP COMMUNICATION ““individuals who interact verbally and nonverbally, occupy individuals who interact verbally and nonverbally, occupy

certain roles with respect to one another, and cooperate to certain roles with respect to one another, and cooperate to accomplish a goal” accomplish a goal” (Gamble & Gamble)(Gamble & Gamble)

“…“…interaction among a small group of people [3-12] who interaction among a small group of people [3-12] who share a common purpose, or goal, who feel a sense of share a common purpose, or goal, who feel a sense of belonging to the group, and who exert influence on one belonging to the group, and who exert influence on one

another.”another.” ((Beebe & Masterson)Beebe & Masterson)

Where do groups/teams form?Where do groups/teams form?

There is a contextual application for the formation of groups/teams: · work · family · social · religious · self-help groups · activist causes · school

Primary Groups: Primary Groups: fulfill basic need to associate with othersfulfill basic need to associate with others

·· FamilyFamily

· · Friends Friends

Secondary Groups:Secondary Groups:accomplish a task, or achieve a goalaccomplish a task, or achieve a goal

Problem solvingProblem solving Decision makingDecision making Study groupsStudy groups Therapy groupsTherapy groups CommitteesCommittees

GROUPS TEAMS

Roles and Responsibilities

Roles/responsibilities Roles/responsibilities may be discussed, but may be discussed, but not always explicitly not always explicitly defined or developeddefined or developed

Roles and responsibilities Roles and responsibilities are clearly developed and are clearly developed and discusseddiscussed

Rules Rules and expectations Rules and expectations are often not formally are often not formally developed and evolve developed and evolve according to the according to the group’s needsgroup’s needs

Rules and operating Rules and operating procedures are clearly procedures are clearly discussed and developed discussed and developed to help the team work to help the team work together together

Goals Goals may be discussed Goals may be discussed in general terms.in general terms.

Clear, elevating goals Clear, elevating goals drive all aspects of team drive all aspects of team accomplishmentaccomplishment

Methods Group members Group members interact, and work may interact, and work may be divided among be divided among group members.group members.

Team members Team members collaborate and explicitly collaborate and explicitly discuss how to coordinate discuss how to coordinate their efforts and work their efforts and work together. Teams work together. Teams work together together interdependently.interdependently.

COMPARING GROUPS AND COMPARING GROUPS AND TEAMSTEAMS

Matrix Group Assignments Marketing Sales Finance Production Operations

JohnX

Cindy Matt Juanita SeanX

Linda Donna RobertX

PeterX

Cristy

Martha MelissaX

Raquel Laura Maria

Meeting Planning WHY are we

meeting? Is it necessary?

WHO should attend the meeting?

WHERE should we meet?

Stand? Sit? Walk? Golf?

WHAT materials do we need?

Elements of an Agenda Purpose of meeting Names of group members Date/time/place Call to order/roll call Approval of agenda Approval of previous meeting minutes Reports from individuals/subcommittees Unfinished business New business Announcements/Closing concerns Adjournment

Characteristics and Components of GroupsCharacteristics and Components of Groups

Group membershipGroup membership Influence = you and group character of the group/vice versa To Be or Not To Be

# of people vs. group of people

Group sizeGroup size 5-7 people

Optimal size Increase in size = more complexity

Small Group work: Size Counts!

One person = 1 Dyad = 2 Small Group = 3 - 12 Large Group = 13 ++

+

Increase in size = more complexity

Individual Activity: How well can you count?

Rules:

1. NO WHINING!2. Estimate how many

jelly beans are in the jar

3. NOTE: YOU MAY NOT TOUCH THE CANDY JAR-JUST LOOK

Group Activity: How well can you count?

Rules:1. NO WHINING!2. Form groups as directed3. NO WHINING4. Change group formation

as directed5. NO WHINING6. Group decision must be

made by consensus

Class Discussion - Size CountsClass Discussion - Size Counts

How did the size of the group impact YOUR ability to perform the task assigned What happened as the groups grew larger

Who did what…why? Which group size was most productive? Did you find the need to compromise your count with

that of the group’s? Why?

The Complexities of Group SizeThe Complexities of Group Size “What I think she thinks he thinks I said to her means.”“What I think she thinks he thinks I said to her means.”

Size of Group # of Relationship Factors Breadth vs. Depth

2 (dyad)34567

162590301966

Group Goals, Structure, and ClimateGroup Goals, Structure, and Climate GoalsGoals –motivation for existing StructureStructure positions/roles ClimateClimate – emotional atmosphere

Patterns of communication Norms Effective climate characteristics

Supportiveness Participative decision making Trust among group members Openness and candor High performance goals

Group vs. Individual GoalsGroup vs. Individual Goals

GoalsGoals Group goals transcend individual goals. The goal = motivation for existing

Individual goalsIndividual goals Camaraderie and fellowship Rubbing elbows Professional/political connections Prestige of membership Genuine interest in group activities and goals

Communication Competence:Communication Competence:

Communicative Communicative behavior that is both behavior that is both effective and effective and appropriate in a given appropriate in a given context.context.

Conscious incompetenceConscious incompetence We know that we don’t knowWe know that we don’t know Conscious competenceConscious competence We must work consciously to perform skillWe must work consciously to perform skill Unconscious competenceUnconscious competence

Skill becomes second nature to usSkill becomes second nature to us

Equation for Competence:Equation for Competence: Competence= motivation + knowledge + skillCompetence= motivation + knowledge + skill

Levels of CompetenceLevels of Competence

Group Structure:Group Structure: Member Positions and Roles PerformedMember Positions and Roles Performed

ROLESROLES

Task:Task: helps accomplish the group’s goal

Maintenance:Maintenance: defines the group’s social atmosphereExample: A member who works to create a harmonic, peaceful atmosphere is performing maintenance on the group

Individual:Individual: contribution of individual toward group goal: -can be counter productive to group goals,

i.e. someone who is more interested in what they can get out of the group process, than what they

can contribute.

Group ClimateGroup Climate

ClimateClimate – emotional atmosphere of a group Patterns of communication – pattern of message flow Norms – informal rules for interaction Effective climate characteristics

Supportiveness Participative decision making Trust among group members Openness and candor High performance goals

Organizational Culture Impacts Organizational Culture Impacts Group ClimateGroup Climate

Shared assumptions, values, beliefs, language, symbols, and meaning systems that hold the organization together.

Patterns of sustained communicative acts or behaviors Defensive vs. Supportive environment Confirming vs. disconfirming responses Listening Skills

Is developed by the group-your choice!

Problem Solving vs. Decision MakingProblem Solving vs. Decision Making

Problem Solving GroupsProblem Solving Groups determine how to solve a problems, providing several choices to those making the final decision.

Decision Making GroupsDecision Making Groups consider the choices between all solutions offered, and decide which is the better choice.

Problem Solving & Decision Making Procedure

I. Identify and define the problem:I. Identify and define the problem: Is/Is Not Analysis /

Who/what/when/why/where/how Analyze the Problem (Goal vs. Obstacles) Generate Possible SolutionsII. Make the decisionII. Make the decision Select the Best Solution or a Combination of

Solutions Evaluate the Solutions - Pros/Cons Test and Implement the SolutionIII.III. Use a structured process (Chapter 11)Use a structured process (Chapter 11) Fishbone Diagram Action Chart Flow Chart

Advantages of Working in Groups/TeamsAdvantages of Working in Groups/Teams Group = experience Group = experience Two Heads are better than one: Two Heads are better than one:

stimulates creativitystimulates creativity Improved learning and Improved learning and

comprehensioncomprehension (Auditory/Visual/Kinesthetic Learning (Auditory/Visual/Kinesthetic Learning

Styles)Styles) Solving problems = commitment Solving problems = commitment

to solutionto solution

Disadvantages of Working in Groups/TeamsDisadvantages of Working in Groups/Teams

Pressure to conform Pressure to conform (Group Think)(Group Think)

Dominating group Dominating group membermember

Reliance on othersReliance on others

~ TIME!!!~ TIME!!!

To accomplish taskTo accomplish task

Away from deskAway from desk

Negotiation Goal setting Situational knowledge

Formal vs. informal bargaining Communication competence/presenting

a position Dimensions of negotiating/strategies,

tactics, and behaviors Information management Concessions Positioning

Negotiation Goal setting

Planned Structured Strategic (future based)

Two or more positions Different goals mutually desired outcome Give and take Concessions/compromise expected

Negotiation Situational knowledge

Formal bargaining Reoccurring issues: Labor management

contract negotiations Deliberation Confrontation

Goal setting important! Planned Structured Strategic

Negotiation Situational knowledge

Informal bargaining Spontaneous issues

Resolution of divergent goals Work schedules Office space Roles Even…prices of goods/services

Negotiation Communication competence

Presenting a position Dimensions of negotiating/strategies,

tactics, and behaviors Information management

Personal goals vs. group goals Concessions Should serve both party’s goals Positioning

Focusing on issues that are important to you

Negotiation Group Assignment

The End…until next week!

The Importance of NegotiationProblem Solving & Decision

MakingCommunication & Conflict Styles

Small Group Communication

StatusStatus

Status is an individual’s importance to the group

High Status Low Status Status Achievers Status Seekers

High StatusHigh Status Shown more deference Shown more deference

Are listened to Are listened to Asked for advice Asked for advice Rewarded with greater share of goodsRewarded with greater share of goods

Bigger car/office/salaryBigger car/office/salary More recognition for contributionsMore recognition for contributions Talk more often Talk more often

to other high status membersto other high status members total grouptotal group

leadership roleleadership role highest status =leaderhighest status =leader

More influence than low status membersMore influence than low status members

Low StatusLow Status

Direct conversation to high status, Direct conversation to high status, notnot low status group members.low status group members.

Communicate more positive messages Communicate more positive messages to high status membersto high status members

Whiners: victim mentalityWhiners: victim mentality Comments ignoredComments ignored Communicate more irrelevant Communicate more irrelevant

informationinformation

Power BasesPower Bases Legitimate PowerLegitimate Power

Those elected/chosenThose elected/chosen Referent PowerReferent Power

Those we allow to have power because we admire Those we allow to have power because we admire themthem

Expert PowerExpert Power Those with knowledge/experienceThose with knowledge/experience

Reward PowerReward Power Those able to reward other’s performance (grades)Those able to reward other’s performance (grades)

Coercive PowerCoercive Power Those able to use threats/blackmailThose able to use threats/blackmail

TrustTrust Trust must be earnedTrust must be earned Trust develops when you can predict how Trust develops when you can predict how

another will behave under certain another will behave under certain circumstances-and they do as expectedcircumstances-and they do as expected

Trust is always a gambleTrust is always a gamble Previous experiences in small group Previous experiences in small group

settings will influence how you are able settings will influence how you are able to trust others to do tasks as agreedto trust others to do tasks as agreed

ConflictConflict

“Conflict” means different things to different people Conflict is not necessarily bad, just different Conflict is, “disagreement over available options

caused by seemingly incompatible goals among group members and their thinking that others can keep them from achieving their goals”

Gender, Culture, and Personal StylesGender, Culture, and Personal Styles Men and women focus on different aspects of the

group’s life

The cultural background of group members affects the nature of communication in the group/team

Class DiscussionClass Discussion: How did the video describe gender communication at work? What were the major themes on this topic? How would you apply the same principles to cultural communication, as well.

Gender and ConflictGender and Conflict

MalesMalesDemanding and

competitiveVerbally

aggressiveGive ordersFocus on content

Comparing Comparing ApproachesApproaches

FemalesFemales Cooperativeness,

compromise, and accommodation

More likely to engage in protracted negotiation

Make proposals and give reasons for their positions

Focus on feelings

Diversity and ConflictDiversity and Conflict

Cultural values influence attitudes toward conflict Individualist culturesIndividualist cultures

Conflict used to air differences Handled openly and directly Step along the problem-solving path

Collectivist culturesCollectivist cultures Conflict perceived as a threat Efforts made to suppress it in public Dysfunctional, distressing, and dangerous

GROUP THINKGROUP THINK

Preservation of group harmony Suppression of dissenting opinions Wish to complete task quickly

impedes effective group functioning Limits critical thinking Used to avoid conflict

Self censoring/Member censoring

Closed HiddenAvoidance/Withdrawal Accommodation Smoothing

Compromising (any style)

Blind OpenCompetition Collaborative/ Problem Solving

Communication & Conflict Styles

Communication & Conflict StylesCommunication & Conflict Styles

Avoider/ClosedAvoider/Closed –remove self from conflict Accommodator/HiddenAccommodator/Hidden – overvalues relationships/

undervalues own goals CompromiserCompromiser –tries to find a middle ground Competitive Forcer/BlindCompetitive Forcer/Blind –win-lose orientation/personal

goals paramount Problem-Solving Collaborator/OpenProblem-Solving Collaborator/Open –win-win

orientation

Closed Closed HiddenAvoidance/WithdrawalAvoidance/Withdrawal Accommodation Smoothing




Closed Style

Task focused Productive in interpersonal free environments Need security Prescriptive guidance.Maintains neutrality at all costs Conflict?

Removes self from group physically mentally when conflict arises

Assertiveness/cooperation not valued

Closed Style

How do you communicate with such a person?

Very carefully Needs safe working environment Explain rules/chain of command. NO personal issues Don’t expect participation in meetings



Blind Blind OpenCompetition Competition Collaborative/ Problem Solving


Blind Style

Task focused Know what they want. Well-organized Not afraid to exercise authority Very demanding Their way is the best. Punitive with the failure of others.

Blind Style

How do you communicate with such a person?• Follow through • Follow chain of command• Don’t expect interpersonal connection• Don’t keep them waiting

Blind=Competition

Personal goals #1 Conflict is a win lose situation High respect for power and authority BUT: “winners” and “losers” grapple for power

If you “win” this person might just be waiting for you to make a mistake so they can regain power

Closed HiddenHiddenAvoidance/Withdrawal AccommodationAccommodation SmoothingSmoothing




Hidden Style

Process/Relational focus Fun to be around Good listeners Good interpersonal skills Unable to give opinions or ideas Distrustful of meanings Views conflict as destructive Harmony important at all times Works to smooth over conflicts

Hidden Style How do you communicate with such a person? Don’t expect full disclosure

Good at acting “open” Motivate with

public praise social standing

Listen carefully Keep your opinions to a minimum Expect comments to be searched for double meanings



Blind OpenOpenCompetition Collaborative/ Collaborative/

Problem SolvingProblem Solving


Open Style

Task and Process focused Flexible with the needs of a group, or

individual Able to collaborate and accepting of other

communication styles Can accept constructive criticism. Easily discloses personal information Less impressed with the “show” and more

impressed with factual information Can be seen as ineffective by Blind group

members who want results in a more timely manner

Open Style

So, how do you communicate with such a person?

Be honest and open, but use tact Look at all sides of the problem Share/disclose personal information Accept shared responsibility Give constructive criticism Avoid being pushy or manipulative Treat them as equals


CompromisingCompromising (any style)(any style)



Compromise:

Middle of the road approach Agreeable solution/Feelings

important High quality second

Willing to sacrifice to reach a compromise

Compromise is the second choice

Resolving ConflictsResolving Conflicts

Cooperative vs. Competitive ConflictCooperativeCooperative – willingness to share rewards to resolve

conflicts Seek mutually beneficial way to resolve disagreement Win-win situation

CompetitiveCompetitive – all-or-nothing; must defeat other participants See winning as a test of personal worth Win-lose situation

Transform conflict from competitive to cooperative Effective communication techniques Role reversal

Resolving ConflictsResolving Conflicts

Focus on the problem, not the person– Problem approach:

– “It is not the evidence you mentioned or the logic used to consider the validity and value of that evidence, but the conclusions drawn from that information that I find wrong”

– Person approach:– “You always try to force your ideas on us.

It’s probably because you are just a man/woman”

Productive vs. Destructive ResultsProductive vs. Destructive Results

ProductiveProductive – all participants are satisfied and believe they have gained something Cooperative problem-solving methods Willingness to trust each other

Destructive Destructive – all participants are dissatisfied and believe they have lost something Win-lose encounters characterized by misconceptions and

misperceptions; inaccurate, sketchy, and disruptive communication

Hesitancy to trust each other

End of presentation

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