Week 2.2 Interpersonal Communication and Conflict Brightspace 2024 PDF

Business Communications CM4203 Dr. Caoilfhionn Ní Bheacháin Interpersonal Communication, Networks and Conflict Week 2, Part 2  The Communications Process Context Media...

Business Communications CM4203 Dr. Caoilfhionn Ní Bheacháin Interpersonal Communication, Networks and Conflict Week 2, Part 2  The Communications Process Context Media Media Sender Sender Encoding Encoding Message Message Decoding Decoding Receiver Receiver Noise Noise // Context Context interference interference Feedback Feedback Response Response Context Interpersonal Communication Status and power Roles, norms and group dynamics Relationship history Organisational structure and working Conflict style conditions Emotional and Social Intelligence Impacting factors Social intelligence  Understanding group dynamics  Understand how information is flowing  Managing communication within a group  Relating to different types of people  Understanding power dynamics  Managing conflict Networks  A network ‘is not just any old group.’ The term denotes ‘a structure of linked entities’ which can ‘build on and shape relationships […], affect the identities of individual nodes, and create effects made possible only as a result of the interrelated structure of the network.’ J. Stephen Murphy Key Terms Networking or developing a professional community Summary Social and Emotional Intelligence are linked Understanding how networks work is an important skill for professionals Important to develop your collaboration and team working skills Thinking about Conflict Styles Porath Study on conflict in the workplace (2006)  90% of the 3,000 people interviewed said they had experienced incivility at work.  50% of that group said they lost work time worrying about the incident,  50% said they contemplated changing jobs in order to avoid a recurrence Sources of conflict  Limited resources  Values, goals and priorities clash  Poorly defined responsibilities  Change  Human drives for success  ‘Workers today compete for schedules and projects, for money and for training’  ‘A lot of people are in workplaces where they are being emotionally abused and bullied and that can take a toll’  Conflict can cost time, energy, talent – all valuable resources. What factors affect our conflict styles?  Self-concept  Gender  Expectations  Situation  Position (power)  Practice  Communication Skills  Life Experience  Reflect on experiences of and exposure to conflict….  Write down the word “conflict” on a page and jot down all the word associations / images that you have in relation to this word.  Interpersonal conflict is an inevitable part of relationships that, although not always negative, can take an emotional toll on relational partners unless they develop skills and strategies for managing conflict.  Culture influences how we engage in conflict based on our cultural norms regarding individualism or collectivism and concern for self- face or other-face.  Perception plays an important role in conflict management because we are often biased in determining the cause of our own and others’ behaviors in a conflict situation, which necessitates engaging in communication to gain information and perspective. We can handle conflict better by identifying patterns and triggers such as demands, cumulative annoyance, and rejection and by learning to respond mindfully rather than reflexively. Thinking about the value of confrontation and conflict:  Simon Sinek on How to Better Handle Confro ntation (youtube.com) Conflict Management Which one most closely describes you? Animal analogies – David Johnson The Turtle: Hides from conflict by withdrawing. They tend to give up both achieving goals and keeping a good working relationship. They feel resolving conflict is hopeless. The Shark: This person attempts to overpower the opponent and force them to accept their way. Sharks place much more emphasis on their goals than on the relationship. The Fox: These people seek compromise, giving up part of their goal in return for the same from their opponent. They seek the middle ground. The Teddy Bear places much more importance on relationships than on goals. They want to be liked, and believe conflict should be avoided.  The Owl: Owls value both goals and relationships and see conflicts as things to be solved. Conflicts are believed to improve relationships once they are resolved. Win-win attitude. Conflict Management Benefits of dealing with conflict  Stronger relationships  Increased self- respect  Personal growth and development  Improved efficiency and effectiveness STAGES IN THE CONFLICT PROCESS  Conflict situation  Awareness of the situation - Realization  Manifestation of conflict  Resolution or suppression of conflict  After-effects of the conflict situation How might you decide on your conflict management style?  How invested in the relationship are you?  How important is the issue to you?  Do you have the energy for the conflict?  Are you aware of the potential consequences?  Are you ready for the consequences?  What are the consequences of not having the conflict? Conflict Management  Separate the people from the problem  Focus on interests, not positions  Keep your own emotions in check  Stress Equality and Stress Similarities  Express Interest in Other Person’s Position  Avoid Getting Over Emotional  Allow People to Save Face; Never Humiliate Conflict resolution techniques  Track the conflict to its source  Recognise and accept the feelings of others  Devise options for mutual gain (win-win)  Know when to cut your losses Managing personal anger  Acknowledge anger – don’t let it fester  Don’t look for slights  Don’t get infected by other’s dissatisfaction  Take a breather  Confide in someone trustworthy  Identify any underlying problems Tosi, Rizzo, and Carroll (1986) – Managing conflict Establish goals Reduce vagueness Improve policies, procedures and rules Altering communications Change reward system Movement of personnel Question:  How would each of these styles affect communication?  Competing  Collaborating  Avoiding  Compromising  Accommodating RESPONSE STYLES IN CONFLICT SITUATIONS  Addressers · First steppers · Confronters  Concealers · Feeling swallowers · Subject changers · Avoiders  Attackers · Up-front · Behind-the-back  (Turner and Weed, 1983) Summary There are multiple intelligences – important to recognise and develop these Social and Emotional Intelligence are linked Understanding how networks work is an important skill for professionals Managing and resolving conflict productively is vital for good personal and professional relationships.