Communication Part 1
Horizontal communication
communication that would happen between peers. Like from student to student in a class setting.
Risky Shift
The risky shift is a concept in social psychology.The risky shift occurs when a group collectively agrees on a course of action that is more extreme than they would have made if asked individually.
Cooperative Conflict Theory
This theory is grounded in focusing each person’s perception in believing that their goals are related with their fellows, so that everyone can reach a mutually beneficial outcome.
Pre-Negotitation Steps
1. Assessment
2. Defining The Problem
3. Setting Schedule
Processual Approach, Integrative Approach, Strategic Approach
The processual approach combines both the structural and strategic approaches.
The integrative approach is an approach that tries to find the “win-win” scenario for both parties.
The strategic approach is a very advanced form of negotiation.
Vertical communication
communication between management and subordinates. This would be seen between a teacher and a student in a class setting.
Communication Climate
Communication climate refers to the social tone of a relationship and involves the way people feel about each other as they carry out activities. Communication climates develop by the degree to which people see themselves as valued.
Cognitive Conflict
It refers to arguing with different opinions in the group work of a team. It focuses on substantive that it happens more intellectually than emotionally.
ZOPA
During the negotiation, ZOPA is very important. It cares about the overlap range between the reservation points. ZOPA helps frame a possible scope of agreement for both parties
Theory W Method
The principles of Theory W utilizes Maslow's Hierarchy of Needs. It is essential to the requirements phase in software development, and best matched with the Spiral Model. The negotiators are the stakeholders,
developers, and everyone else who works at the organization. A win-win situation is strived for.
Arc of Distortion
The arc of distortion is the difference between what someone sets out to do (their intention) and how others perceive them (their impact) when they actually do it.
Humble Inquiry
Humble Inquiry is basically asking questions you don’t already have an answer to (as opposed to leading questions to get the other person to confirm what you are thinking or assume) and listening instead to what the other person has to say.
Affective Conflict
It refers to disagreement based on individual problems. It focuses on subjective that it always happens more emotionally than intellectually.
Reservation Points
Reservation points are practical values or offers that participants are willing to take.
Most Desirable Outcome & Least Acceptable Agreement
Most Desirable Outcome (MDO): The most favorable scenario that the team feels is possible.
Least Acceptable Agreement (LAA): Minimum standard/agreement that the team can accept
What is the Listening Process
1. Receiving
2. Interpreting
3. Recalling
4. Evaluating
5. Responding
Defensive Communication
Defensive communication can lead to feelings of separation and form barriers. Terms such as “us” and “them” can be a quick start to separation and then defensiveness in communication.
Open Communication
Open communications are central to team effectiveness and conflict is a key to maintaining open communications. Effective teams enjoy a culture that allows their members to speak freely and challenge the
premises of other members' viewpoints(C-type), without the threat of anger, resentment, or retribution (A-type).
BATNA
BATNA helps the negotiator decide what the best option is after negotiation. Whether successful or not, BATNA provides negotiators flexibility during negotiations to compare, this helps both parties to come closer to an agreement
Process of Negotiation
Prepare:
• Assess objectives
• Decide on areas of possible flexibility
• Plan approach and sequence of events
Discuss:
• Exchange positions and issues
• Create a positive working environment
• Be open minded by listening to other people and ask questions
Propose:
• Specify what you want
• Seek compromise
• Remember optimum and fallback positions
Bargain:
• Ask for what you want
• Do not concede without exchanging
• Reiterate the value of your solution
5 Bad Listening Practices
• Interrupting
• Distorted Listening
• Eavesdropping
• Aggressive Listening
• Narcissistic Listening (= self-centered, self absorbed listening)
• Pseudo-Listening
Supportive Communication
Supportive communication can bring people together and help maintain relationships. Things that promote supportive communication are “We language”, which helps people have a feeling of inclusiveness. These are terms like we, our, and us. “I language” is also useful in supportive communication as it makes it clear that the thoughts being expressed are our own and avoid
mistakenly attributing our thoughts to others.
Developing C-type conflict and avoiding A-type conflict
Team discussion should be always forced to be effective. In a team conversation, teammates should always focus on the main issue but “not drift to matters not relevant to the issue at hand for avoiding high degree of frustration by teammates
Structural & Behavioral Approach
Structural Approach: This approach is all about using one’s strengths and powers to determine who wins in a negotiation. The strength of a person is based on the amount of resources hey have at hand and using the sheer power of those specific resources to overpower the opposing side and win the negotiation.
Behavioral Approach: The behavioral approach makes use of one’s personality type to assess the
personality type of the other person and to use the opposing side’s weakness to get their demands met.
Major Pre Negotiation Step
Setting Schedules: Both parties must decide that a fair settlement is possible. Meetings and conversations should be planned using objectives and script to make sure that the discussions are kept professional.