Communication and

Conflict
Dr. Moumita Acharyya
 Effective Communication
Being an effective communicator is a skill,
part of which lies in recognizing and
controlling communication barriers.
Another part is encouraging the flow of
information in your direction (Active
listener) and also to become good at
giving constructive feedback.
It is through these skills that the manager
acts to take full advantage of two way
communication.
 Active listening
Foreman: hey, I dont get this
production order. We cant handle
this run today. What do they think
we are?
Supervisor: but, thats the order. So
get it out as soon as you can.
Foreman: dont they know we are
behind schedule already because of
that breakdown?
Supervisor: look, I dont see wats
going on upstairs. I just have to see
that the work gets out and thats
what I am gonna do.
Foreman: the guys arent gonna
work like this.
Supervisor: thats something you will
have to work out with them, not me.
Foreman: hey, I dont get this production
order. We cant handle this run today. What
do they think we are?
Supervisor: sounds like you are pretty sore
about this?
Foreman: I sure am. We are just about
getting back to schedule after the
breakdown.
Supervisor: as if you didnt have enough
work to do, huh?
Foreman: yeah, I dont know how I am
gonna tell this to my people.
Supervisor: hate to face them with it now?
Foreman: I really do, they are under stress.
Supervisor: I guess you feel like its unfair to
load anything more.
Foreman: well, yeah. I know there must be
plenty of pressure on everybody. But if
thats the way it is ..guess Id better get
the word to em.
 Guidelines for active
listening
Listen for message content
Listen for feelings
Respond to feelings
Note all cues, verbal and non verbal
Reflect back to the source, in your
own words.
 The Art of giving feedback
Given that the senders intent is to give feedback
helpful to the receiver, a manager should recognize
that constructive feedback is;
Given directly including the senders real feelings and is
based on a foundation of trust between the giver and the
receiver.
Specific rather than general, with good, clear and
preferably recent examples.
Given at a time when the receiver appears to be in a
condition of readiness to accept it.
Checked with others to support its validity
In respect to things that the receiver might be expected
to be able to do something about.
 How to make criticism sessions
productive
Get to the point
Describe the situation: use a
descriptive opening and not an
evaluative one.
Use active listening techniques
Agree on the source of the problem
and its solution
Summarize the meeting
 Conflict
Conflict occurs when disagreements
exist in a social situation over issues
of substance and/or emotional
antagonisms.
Both as a principal party and as a
third party, the manager must be a
skilled participant in the dynamics of
interpersonal conflict.
 Levels of conflict
Conflict within individual
Interpersonal or individual to
individual conflict
Intergroup conflict
Inter-organizational conflict
 Conflict within individual
Approach - approach conflict - choose between two
equally attractive behavioral alternatives.
Avoidance avoidance conflict to make a choice
between equally unattractive and undesirable goals.
Approach avoidance conflict is pushed toward a
single goal by a desire to attain it, but is simultaneously
pushed away from it by undesirable aspects it also involves.
Multiple approach avoidance conflict experiencing
multiple combinations of approach avoidance conflict.
 Stages of conflict
Antecedent conditions

Perceived
Felt conflict
conflict

Manifest conflict

Conflict
resolution

Conflict aftermath
 Understanding conflict
situations
Facts
Methods
Goals
Values
 Reasons of differences
Information
Perceptions
Roles
The Conflict Process
Dimensions of Conflict-Handling
Intentions
Stage III: Intentions (contd)
Competing
A desire to satisfy ones interests, regardless
of the impact on the other party to the
conflict.
Collaborating
A situation in which the parties to a conflict
each desire to satisfy fully the concerns of all
parties.
Avoiding
The desire to withdraw from or suppress a
conflict.
Stage III: Intentions (contd)
Accommodating
The willingness of one party in a conflict to place
the opponents interests above his or her own.

Compromising
A situation in which each party to a
conflict is willing to give up something.
Conflict-Intensity Continuum