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Communicating for Results: A Guide for Business and the Professions (Cheryl Hamilton)
Identify types of conflict and strategies for managing conflict in the workplace and
explain when each strategy works best
Define individualistic and collectivistic cultures and low-context and high-context
cultures and explain how different cultures view and react to conflict
Identify the role that interpersonal relationships play in organizational success
Determine your personal communication style by taking the Survey of Communication
Styles, both long and short forms, discussed in this chapter
Define the terms clear expectations, reciprocal relationships, self-fulfilling prophecy, and
trust cycles and explain what role each plays in developing and maintaining relationships
List the four main communication styles typically used in the workplace and summarize
tips for relating with people of differing styles
I.
Handling Conflict in the Workplace
Work teams experience two types of conflict.
ype conflict (affective and emotional) is relationship conflict that sidetracks the
team from the issues and create defensiveness and anger.
ype conflict (cognitive) is task conflict that improves team productivity and
relationships.
f.
3. A-type conflict arises in a team with uncertain relationships and weak trust.
a.
team leader, new members, team training).
ive common conflict strategies (i.e., methods for handling conflict).
1. Avoidance (or withdrawal) entails showing low levels of assertiveness and
cooperation, maintaining neutrality at all costs, and avoiding situations with
possible conflicts.
(e.g., competition for Americans; accommodation for Chinese; avoidance for
Taiwanese).
C. When selecting a conflict strategy, consider user comfort level, organization and team
preferences, and the advantages and disadvantages of each strategy.
1. Each conflict strategy is productive in some cases and should be avoided in others.
2. Avoidance is best if the issue is trivial, resistance is futile, destructive escalations
6. Collaboration is best if members are trained in problem-solving, parties have
common goals, the conflict can be reframed, or a crisis is occurring (but it might not
c. Avoidance and competition almost always increase C-type conflict, thus
increasing A-type conflict.
d. Accommodation decreases A-type conflict, but conflict can resurface.
D. Reaching consensus in conflict management depends on the three possible outcomes of
conflict strategies.
1. In win-lose, only one party achieves its objective (e.g., competition, voting).
2. In lose-lose, neither party achieves its objective, or only a small part of it (e.g.,
Cultural Differences in the Workplace
Communicating for Results: A Guide for Business and the Professions (Cheryl Hamilton)
1. Individualistic cultures (e.g., United States) tend to value the individual and
individual rights more than group rights, focus on problem-solving, value autonomy
c. Global websites using a high-context communication style are harder to find
and use, provide less information (with fewer graphics), and are less interactive.
4. Cultural differences also are based on time orientation.
a. Monochronic (m-time) cultures (e.g., United States, Switzerland, Germany) see
relationships and often are high-context collectivist cultures.
D. Research confirms that cultural differences help explain how different cultures handle
conflict.
1. Behaviors still vary greatly within each country.
2. As more companies expand into other nations, intercultural conflicts will arise, and
IV. Interpersonal Relationships in the Workplace
A. The development and maintenance of work relationships affects the organization (e.g.,
job satisfaction, trust, morale, meeting of communication needs, absenteeism and
sent but rather use of media to build relationships and trust.
4. Job satisfaction spills over into life satisfaction, so company choice is important (as
are employee choices for the organization).
Communicating for Results: A Guide for Business and the Professions (Cheryl Hamilton)
C. Several keys help in building and maintaining mutually satisfying relationships
1. Make expectations clear rather than assuming that they are clear.
a. Expectations often are unspoken until violated.
c. Some research indicates that many employees do not trust employers.
5. Provide feedback and self-disclosure when appropriate.
a. Feedback responds to messages with information, opinions, and feelings.
b. Self-disclosure voluntarily reveals unknown information, opinions, and feelings.
6. Use information and communication technologies carefully.
a. Such technologies changed the way people form relationships in organizations
D. Workplace relationships and styles matter to business and personal success.
1. Communication styles affect manager, coworker, team, and customer relationships.
a. Communication styles can vary under stress or during conflicts.
who have differing styles, and identify their own personal styles.
E.
frames of reference and tendencies.
1. Private style communicators are more comfortable working with things than people.
Communicating for Results: A Guide for Business and the Professions (Cheryl Hamilton)
c. They are most successful when little personal interaction is required, going by
the book is valued, subordinates need little supervision, and others are private.
d. They are less successful when high interpersonal interaction is required, the
organization is in a high-risk creative profession, subordinates need guidance,
and the business is productivity oriented.
2. Dominant style communicators thrive in situations where they can demonstrate
their expertise and experience.
a. They are low on the feedback/responsiveness continuum.
3. Sociable style communicators are interested in people, good listeners, and generally
well liked; avoid conflict; and may limit what they share, hiding true feelings.
a. They are low on the disclosure/assertiveness continuum.
4. Open style communicators ar
productivity and are most appreciative of other people.
a. They are high on the feedback/responsiveness continuum.
Communicating for Results: A Guide for Business and the Professions (Cheryl Hamilton)
F. Important tips on communication styles will help establish and maintain relationships
and depend on the fact that all communication styles have strengths and weaknesses
and that successful relationships require relating to people with different styles.
Communicating with private style communicators can be simplified.
a. For private managers, communicate carefully, do not threaten or question, avoid
technical jargon and team presentations, and treat them with respect.
Communicating with dominant style communicators can be simplified.
a. For dominant managers, take criticism and learn, meet expectations, accept their
proposal changes, ask questions, and expect personal ego attacks from neurotic
techniques, let them perceive an excellent deal, and do not keep them waiting.
Communicating with sociable communicators can be simplified.
a. For sociable managers, know that where you stand may not be clear if you are
referrals, and listen carefully to elicit their opinions (rather than rote agreement).
Communicating with open communicators can be simplified.
a. For open managers, be honest and tactful, look at all sides of a problem, follow
emphasize facts and possibly brief demonstrations.
G. Becoming flexible in the use of styles is the key to good communication.
1. Sometimes you have to change your job or adapt your style.
Communicating for Results: A Guide for Business and the Professions (Cheryl Hamilton)
2. Adapting or changing a style requires changes in feedback, disclosure, or both.
a. Dominant communicators need to ask for more feedback to identify needed
3. Two surveys in the chapter help to identify your communication style.
V. Summary
A. Conflict is unavoidable.
1. Understanding A-type and C-type conflicts helps in managing conflict.
2. Specific conflict strategies (avoidance, accommodation, compromise, competition,
and collaboration) can be successful in reducing conflict.
B. Culture plays an important role in successful workplace communication.
1. Three cultural dimensions are individualistic vs. collectivist, low-context vs. high-
3.1 Have each student prepare a 3-minute presentation about a high-quality boss that
the student worked for in the past or would like to work for in the future.
3.2 Break the students into groups and assign each group one of the four leadership
styles: closed communicator, blind communicator, hidden communicator, and
3.3 During the first few weeks of class (see the suggested course schedule) ask
students to complete the Self-Description Questionnaire (in Part IV of this
completely (not on what they answer). Collect the questionnaires and hold them
3.4 For 7 to 10 days students should keep a daily log of statements heard that can be
3.5 Have students take both parts of the Survey of Communication Styles (see Part
3.6 Keep a diary of everyone you talk to within a day and indicate the people to
whom you talked, the length of time, the emotions you felt, and what was gained
from the conversation. Limit your diary to work contacts if you wish. Discuss
3.7 Have the students write for five minutes about the boss that had the most
profound effect on them in their past. What made this person a memorable boss?
3.8 Describe a conflict that you had with someone recently. Determine the exact
source of the conflict. Then write down the good and bad qualities of the person.
3.9 Students should be asked to form groups of six to seven people, each person
representing a disc jockey at a private college radio station. Based on their actual
schedules they will need to determine how they can equitably make sure that
3.10 Students should role-play one or more of the following situations. Every time a
student hears his or her partner make a comment that will not help solve the
conflict, he or she should ring the bell that will be on the table in front of them.
3.11 Use as an in-class assignment.
Purchase an origami kit from your local hobby shop. Give each team an instruction sheet
(can be a different origami object for each team) and each student a piece of origami
paper. Tell them they must produce the object in 15 minutes. Afterwards, ask them if
different communication styles were present. Have them identify and explain those
communication styles.
MindTap support materials for Chapter 3 include the following:
Warm-up question activity that introduces chapter topics and concepts
Notetaking capability that enables students to read the chapter, highlight text, and take
notes online
Chapter 3 text, including the Awareness Check Questionnaire
Video
of cultural diversity in action so that they can reflect on, personalize, and apply the
concepts learned in the chapter
Flashcards to practice defining key terms
A number of useful webpages can be employed in conjunction with Chapter 3:
Assign students to take the Manager Tendency Indicator Survey or the Employee
Tendency Indicator Survey. This survey is available in Part IV. Then instruct students to
go back and look at the At Their Best and At Their Worst summary boxes for both their
highest score and their second highest score looking for strengths and weaknesses that
Activity 3.4, the daily log assignment, and Activity 3.7, the reflection assignment, can
easily be adapted to online assignments.
http://www.keirsey.com and
have them complete it. Next, have them write an introduction of themselves by
discussing the combination of the results of the Sorter survey and the Communication
eye-opening cross-cultural situations designed to reveal how such cultural givens as
getting right to the point, saving face, and taking turns in conversation can complicate
intercultural communication. It features a multicultural cast and provides practical
guidelines for communicating respectfully. Insight Media.
The Cross-Cultural Conference Room, 2002, 35 minutes. (DVD, CD-ROM and VHS
Diversity: Face to Face, 18 minutes. An innovative and unique training program that
explores four main aspects of diversity in the workplace stereotypes, similarities, unity
and benefits by listening to the stories and thoughts of characters who actually live and
work in a diverse world. An ATS Media tile from CRM Learning
OUCH! That Stereotype Hurts (30 minutes). In a unique and powerful way, this program
It discusses public behavior and taboos, power, stereotyping and prejudice,
miscommunication, time conceptualization, socialization, direct and indirect
communication, and context. Insight Media
Loews Miami Beach Hotel, 2004, 45 minutes. The program explores employer/employee
dynamics, work ethics, and interpersonal skills. It follows CEO of the Loews Hotels
http://www.keirsey.com
eresting resources on
intercultural communication including links to more than a dozen quizzes, many of
which deal with the cultural differences discussed in Chapter 3.
http://getcustoms.com/quizzes/
Communicating for Results: A Guide for Business and the Professions (Cheryl Hamilton)
1. Low context cultures typically tend to rely minimally only on spoken words and handle
conflict discretely and subtly.
2. C-type conflict is relational and can side-track a team.
3. Dominant style communicators feel more comfortable working with things than with people.
4. Competition and voting are win-lose strategies.
5. Avoiding (withdrawal) may be the best response to conflict when the involved parties lack
the communication skills necessary to prevent destructive escalations in the argument.
Communicating for Results: A Guide for Business and the Professions (Cheryl Hamilton)
1. The person who wishes to maintain neutrality at all costs and views conflict as a worthless
and punishing experience handles conflict by:
a. Withdrawal/avoidance c. Compromise
b. Smoothing/accommodation d. Collaboration
2. Which style communicator is motivated by fear or insecurity?
a. Private c. Sociable
b. Dominant d. Open
3. Which style cannot accept criticism gracefully and is usually argumentative?
a. Private c. Sociable
b. Dominant d. Open
4. Which style communicator may make others feel uncomfortable by overusing both
feedback and disclosure?
a. Private c. Sociable
b. Dominant d. Open
Communicating for Results: A Guide for Business and the Professions (Cheryl Hamilton)
1. What are some strategies for reaching consensus in conflict management and why is
consensus desirable?
ANS:
2. Determine your personal communication style by taking the Survey of Communication
Styles, both long and short forms, discussed in this chapter. What were your results for
each survey? (i.e. which style were you?) Describe your style. Did you agree with the
results? Why or why not?
ANS:
3. Pick a communication style (perhaps it is yours) and identify what are the challenges in
communicating with that particular communication style?
ANS:
Answers will vary depending on style. When communicating with private style communicators,
it is important to communicate carefully, do not threaten or question, avoid making waves, and
4. What are the factors involved in choosing a conflict strategy?
ANS:
When selecting a conflict strategy, consider user comfort level, organization and team
preferences, and the advantages and disadvantages of each strategy. Each conflict strategy is
