View
10.083
Download
2
Category
Preview:
DESCRIPTION
Presentation delivered in ABS in the Congress for Coordinators and Directors of Studies in August 2006
Citation preview
CAN CONFLICT IN CAN CONFLICT IN COMMUNICATION BE COMMUNICATION BE
AVOIDED?AVOIDED?
Lic. Mariana Porta
Conflict: The Tip of the Conflict: The Tip of the IcebergIceberg
An emergentGrounded on faulty
communication processes.
Can be prevented, more than avoided.
Conflict in CommunicationConflict in Communication
??
Objective:Objective:
Introduce a communication model.Use this model to analyze the way
communication takes place in our schools.
Provide a framework to improve or develop a communication system that prevents conflict.
Potential Sources of Conflict Potential Sources of Conflict (1)(1)
Assuming that because we are aware of some information, then everybody is.
Assuming that communication “just happens” and there is no need to work on it.
Confusing “being systematic” with “being bureaucratic”
Believing that subordinates do not need to see “the whole picture.”
Potential Sources of Conflict Potential Sources of Conflict (2)(2)
Systematically avoiding confrontation.Not working on skills development
(listening skills, negotiation skills, meeting management skills, decision making skills)
Lacking a communication system.Having a domineering management style.
Task 1. Match the expressions in your booklet Task 1. Match the expressions in your booklet page … with the potential sources of conflict.page … with the potential sources of conflict.
1. Assuming too much
2. Confusing “systematic” with “bureaucratic”
3. Not sharing the whole picture
4. Systematically avoiding confrontation
5. Ignoring “the grapevine”
6. Lacking a communication system
Communication ModelCommunication Model
1) INFORMATION
2) RELATIONSHIPS
3) PARTICIPATION
Information: Documents Information: Documents
Documents used with students. – Registration form– Report card– Attendance record– Certificate– Surveys
Documents used with teachers. – Contract
– Course syllabus
– Student record sheet
– Appraisal interview form
– Annual performance review
Information: Format Information: Format How will information be “packed”?How will information be “packed”?
Who will write it?Who will read it? When?Will it be paper-based or electronic?Will it generate a data basis?Is it necessary, practical, clear, reliable?Will it help our transactions of information?Will it have a legal value?
Prevent Conflict in Information Prevent Conflict in Information FormatFormat
Work on information format. Ex.List the documents you use in your school.Revise them in terms of their
– Clarity– Comprehensibility– Consistency– Practicality– Value
Information: SpreadingInformation: SpreadingHow will we let others know?How will we let others know?
Who should know?What is the most effective way to reach
them?What channel will we use?How will this way of spreading adapt to our
needs and structure today?
Spreading:Transactions Spreading:Transactions of Informationof Information
Formal, stable transactions
Informal transactions
Organograms should reflect real transactions.
Rumor tells about concerns, fears, prejudice, desires
Task 2. Explore your communication Task 2. Explore your communication
networknetwork interlocutors e-mail phone
callmemo bulletin
board1on1
meetinggroup
meetinginformal
chattotal
students ////
teachers /// / ///
director
coordinator /// //
parents //
receptionist
Ana
.Gabriela.
Hassan
total
Prevent Conflict in Information Prevent Conflict in Information SpreadingSpreading
Develop a system for information spreading based on the needs, structure and resources of your school.
Stick to this system and develop a set of procedures for routine communication.
Train staff in these procedures.Be flexible when that system needs to be modified.Be on the lookout for better ways of spreading.
Information SummaryInformation Summary
Focus on Aim at Develop Skills
Message format
Spreading
Clarity
Comprehensi-bility
Consistency
Standard format
Procedures
A system
Speaking
Writing
Designing
N-TICS
RelationshipsRelationships
BackgroundExpectationsBeliefsDesiresGoalsSchemata
BackgroundExpectationsBeliefsDesiresGoalsSchemata
Interpersonal Interaction
IMAGE
ROLE
ABC Cognitive Model
A B C
stimulus mental process overt behavior
Understand Communication as Understand Communication as Behavior.Behavior.
The “B” Behind BehaviorThe “B” Behind Behavior
It may contain roadblocks to assertive behavior:– “I must avoid making questions or statements
that will make me look stupid or ignorant”.– “If I assert myself in any relationship others
will get mad at me”.– “If I say I don’t agree my supervisor will think
I am not being supportive”
Assertive strategiesAssertive strategies
Make known your desires and feelings in an open, direct, non-aggressive manner. Ex. “Yes, I understand (other’s response), but I still believe (your goal or thought).
Express your feelings about a situation without threatening others.
Make a non-assertive person open up. Pursue the topic in a gentle, probing manner.
Develop effective interpersonal Develop effective interpersonal communication skillscommunication skills
The Seven Challenges Copyright 1997-2006 by Dennis Rivers. Reproduced with author's permission from the original at
www.newconversations.net
Listen first and acknowledge what you hear, even if you don’t agree with it, before expressing your opinion or point of view
Explain your conversational intent and invite consent.
Translate your complaints into specific requests.
Train staff Train staff
Train staff in developing effective skills in interpersonal communication.– Use the web as a source of material to learn
about interpersonal communication.– Organize reading circles, workshops and
presentations where staff members have a chance to read, discuss and role-play
Prevent Conflict in Interpersonal Prevent Conflict in Interpersonal CommunicationCommunication
Develop effective skills in interpersonal communication.
Understand communication as behavior.Train staff in developing effective skills in
communication.
Relationships: SummaryRelationships: Summary
Focus on Aim at Develop Skills
interpersonal interaction
healthy work environment
fairness
assertive behavior
staff profile
professional development program
listening skills
negotiation skills
meeting management
Participation: Can we do it Participation: Can we do it together?together?
Knowing the mission and visionSharing valuesMaking choices of management style
– Participation mechanisms– Decision making
Holding everybody accountable.Being ethical.
Participation and Management Participation and Management Style Style
Participation: Respecting the Participation: Respecting the GrapevineGrapevine
Employees should feel safe to venture their feelings and opinions to peers (and supervisors).
Venturing feelings and opinions is only the beginning.
Real participation implies being accountable.Real and effective participation can only take
place if we develop participation mechanisms.
Participation Mechanisms (1):Participation Mechanisms (1):
Resort to the most collaborative academic tools: feedback sessions, teamwork for planning and teaching, peer visiting.
Have people write their own task descriptions.
Have staff take part in hiring procedures.
Participation Mechanisms (2):Participation Mechanisms (2):
Have experienced staff train new staff.Involve staff in planning and goal
settlement.Innovate. Create your own techniques to
ensure and promote participation.
Develop a feeling of belonging.
Communication as Communication as ParticipationParticipation
Participation should be part of the culture of our organizations.
Why? … Because … An organization’s culture manifests itself to
outsiders in terms of its image and reputation.
Roy J. Lewicki
Organizational Dynamics. Autumn, 1981
Celebrate the Culture of your Celebrate the Culture of your organizationorganization
Develop your identity signs: logo, flag, colors, style, and make them known.
Create opportunities to be together working and/or enjoying.
Build a positive identity. Build on strengths. Help others discover what is good about them.
Create a memory, a story worth telling: explore, collect and register the organization’s stories.
Participation SummaryParticipation Summary
Focus on Aim at Develop Skills
culture of the organization
participation management style
a code of ethics
norms of interaction
empowerment
participation mechanisms
decision-making skills
Communication modelCommunication modelInformation:
Format and Spreading
Adequate management of information …
Relationships … that should facilitate the development of enriching relationships …
Participation … so as to become active and cooperative participants of our professional environments.
AcknowledgementsAcknowledgements
Thank you Silvia Laborde for highly professional feedback and encouragement.
Thank you Marcelo Escobal, for intellectual and business partnership and support, support, support …
Recommended