Fundamentals of organizational communication shockley zalabak pdf

Organizational Communication Scholarly Activity (WORK POSTED FOR MATHGUY18)

Unit VII Scholarly Activity

Option B: Conflict resolution in your role

Step 1: Source selection:

· Choose a credible article from the CSU Online Library related to conflict in organizations that inspires or fascinates you. You may use an article from the Required Readings, Suggested Readings, or you can research a new article. To make this assignment relevant, approach it from your current role or a position you are looking to fill in the future. Explain what you learned from this article and how you can apply the concepts.

o Source must be referenced in APA style, and paraphrased and/or quoted content from the source should be cited using APA style citations.

Step 2: Analysis and organization:

· Paragraph 1: Gain the reader’s attention, provide a brief explanation of the purpose of learning to resolve conflict, and preview your main points.

· Paragraph(s) 2+: Explain how information/concepts from your source can help you manage or overcome conflict situations in your current role or a role you would like to fill in the future. Here are some questions to consider to get you started:

o How have you historically handled conflict situations?

o What are some important concepts/strategies you learned from the article?

o How can you apply what you learned from the article?

o Are there any points you agree or disagree with? Why?

· Concluding paragraph: Summarize your main ideas and end with a strong closing statement.

· References: You are required to use at least one article from the CSU Online Library as a source. All sources, including the textbook, must be cited and referenced in APA format

Your Scholarly Activity must be at least one page in length. Please indicate which option you selected by including it in your assignment title.

Organizational Communication 1

Course Learning Outcomes for Unit VII Upon completion of this unit, students should be able to:

5. Recommend best practices to productively manage conflict situations. 5.1 Apply conflict resolution strategies to professionally relevant situations.

Reading Assignment Chapter 8: Participating in Organizations: Developing Critical Organizational Communication Competencies Chapter 9: Organization Conflict: Communicating for Effectiveness Click here to access the Chapter 8 Presentation. Click here to access a PDF version of the Chapter 8 Presentation. Click here to access the Chapter 9 Presentation. Click here to access a PDF version of the Chapter 9 Presentation. In order to access the resources below, you must first log into the myCSU Student Portal and access the Business Source Complete database within the CSU Online Library. South, J., & Volynets, A. (2015). Conflicts in the boardroom. Corporate Board, 36(210), 22-26. Spaho, K. (2013). Organizational communication and conflict management. Management: Journal of

Contemporary Management Issues, 18(1), 103-118.

Unit Lesson

If everybody is thinking alike, then somebody isn't thinking. –General George S. Patton

This quote succinctly explains that as people come together they should bring different values and viewpoints on how best to handle an issue. Diverse perspectives can serve as a valuable resource to help solve problems and make sound decisions; however, it can also open the door to conflict thus creating an opportunity to apply conflict resolution strategies. Learning strategies to solve problems, make sound decisions, and resolve conflict can be useful in both professional and personal realms. Problem Solving and Decision Making Applying problem-solving and decision-making techniques is essential when operating in an organization. Shockley-Zalabak (2015) defines problem solving as “a multistage process for moving an issue, a situation, or a state from an undesirable to a more desirable condition” (p. 258). Whereas, decision making can be thought of as the process of choosing from among the alternatives (Shockley-Zalabak, 2015). When a person or group participates in the problem-solving process, they develop alternatives to choose from, and decision making is choosing the best alternative for the situation. There are many tools to employ to create options to choose from including agendas, brainstorming, and decision trees (Shockley-Zalabak, 2015). The goal for members as well as leaders is to learn and apply best practices for creating options in order to make the most reasonable choice.

UNIT VII STUDY GUIDE Problem Solving, Decision Making, and Conflict Resolution: Building Bridges and Mending Fences

https://online.columbiasouthern.edu/CSU_Content/Courses/Business/BBA/BBA2026/14H/Chapter8_Presentation.ppsx
https://online.columbiasouthern.edu/CSU_Content/Courses/Business/BBA/BBA2026/14H/Chapter8_Presentation.pdf
https://online.columbiasouthern.edu/CSU_Content/Courses/Business/BBA/BBA2026/14H/Chapter9_Presentation.ppsx
https://online.columbiasouthern.edu/CSU_Content/Courses/Business/BBA/BBA2026/14H/Chapter9_Presentation.pdf
BBA 2026, Organizational Communication 2

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Consider how members in an organization of which you are a member overcome problems and make decisions. Are the methods employed effective or ineffective? Is the process secretive or transparent? Are there open meetings and clear agendas used to discuss issues? Are there areas for improvement in the process? One can classify problem solving and decision making as a function of corporate governance. Abdullah, Murad, and Hasan (2015) state, “The intrinsic objective of corporate governance is to ensure that all of future actions of the corporation will be based on principles of equity, fairness, justice, transparency, ubiquitous accountability, integrity, and objectivity in order to satisfy its stakeholders” (p. 404). Considering such factors as ethics is crucial when trying to solve problems and make sound decisions that are beneficial to various stakeholders. Anyone can make a decision, but whether or not it is the most strategic decision and right for a majority of stakeholders is a question that must be answered. Decision making can be thought of as a systematic process. Learning to use current and historical information or data to evaluate the best options for moving forward is a technique that must be practiced. Shah, Horne, and Capellá (2012) classify those who can analyze relevant information and balance data analysis, good judgment, and input from others to make sound decisions as “informed skeptics” (p. 23). There is a high demand for this skill for leaders and employees, as most people have a tendency to make decisions on the extremes of using only data analysis or gut feelings (Shah et al., 2012). Becoming such a decision maker and cultivating these skills in others should be the goal. Bednarz (2014) confirms this notion and asserts that effective decision makers use a systemic approach to balance their decisions and avoid intuitive judgments, also referred to as gut feeling judgments. The following six-step approach can help decision makers consider all aspects of an issue before choosing a course of action (Bednarz, 2014):

1. Identify the main issues or problems. 2. Conceptualize the problem. 3. Gather relevant information of causes or effects. 4. Identify and prioritize possible solutions. 5. Decide on the best solution. 6. Identify lessons learned in the process or the decision.

These strategies can be useful to help solve problems and make sound decisions. For consistently purposes, applying these steps can make one a more valuable member to an organization. Conflict Resolution

Peace is not the absence of conflict but the presence of creative alternatives for responding to conflict—alternatives to passive or aggressive responses, alternative to violence.

–Dorothy Thompson Conflict is inevitable. It is how one chooses to respond to or manage conflict situations that matters. Managers spend approximately 20–40% of their time resolving conflict or putting out fires that arise within an organization (Shockley-Zalabak, 2015). Shockley-Zalabak (2015) describes conflict as “a process that occurs when individuals, small groups, or organizations perceive or experience frustration in attaining goals and addressing concerns” (p. 280). Erbert (2014) defines conflict as “a feature of organizational life where differences, oppositions, and contradiction are managed with varying degrees of success (p. 138). As evidenced in these definitions, not if, but when conflict arises, the goal is to implement methods to overcome or resolve the clash. Organizational conflict can be classified into two categories: personal and operational (Spaho, 2013). For example, is there a person in another department or within one’s own department that continually blocks efforts? Is there a process that is causing frustration that needs to be changed to bring about more efficient operations? Spaho (2013) outlines several models that have been developed to capture the process people go through when effectively or ineffectively handing conflict from the point of frustration, through the resolution of an issue, to lessons learned. One effective method of resolving conflict is to focus those involved in the conflict on a specific goal. “When a conflict develops one effective method is to define a superior goal or a point above the individual goals that is causing the conflict” (Spaho, 2013, p. 113). This can help members focus on operational conflicts and try to overlook personal conflict in order to complete a shared task.

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Much research has been devoted to how conflicts are handled in professional settings across cultures. In one study, Awang and Roach-Duncan (2010) examined the factor of cultural differences and their effects on conflict resolution. People from different regions of the world and countries within those regions differ greatly in how they handle conflict, including varying degrees of assertiveness and avoidance, taking versus avoiding risks, or even whether to make decisions based on emotion or logic (Awang & Roach-Duncan, 2010, p. 27). Understanding these cultural differences can be important as a leader when working with diverse stakeholders. In studying conflict resolution techniques when personal conflict was involved, Madlock and Booth-Butterfield (2012) examined whether coworkers used relationship strategies to maintain and improve relationships in the workplace. Findings indicate that coworkers often use relational maintenance strategies such as giving assurances or praise, conflict management techniques, sharing tasks, and a positive attitude in order to enhance communication efforts and affect overall job and communication satisfaction and organizational commitment. Hence, the study suggests that coworkers use communication skills to not only enhance professional relationships but to enhance their work-related attitudes (Madlock & Booth-Butterfield, 2012). Whether a common task or noble undertaking, conflict can surface. Burroughs (2014) reveals that conflict can even arise in a non-profit organization whose primary purpose is to help others. When people work together for a common cause, even if the cause is honorable, there can be times when conflict surfaces. Some practices that one non-profit organization employed was to ensure each person knew his or her role and responsibilities and expectations. When there is a level of accountability among members, the dialogue during conflict situations can change from defensive blaming to more cooperative collaboration. For instance, in a personal conflict, if a worker feels another person has a negative attitude, instead of confronting the person with questions like, “Why the attitude?” A more cooperative way to inquire would be using such phrases as “Is something going on?” “Is there anything I can do to help?” (Burroughs, 2014). Applying such principles can help alleviate negative and heated emotions in conflict situations to preserve work relationships. When working with others, one important characteristic of a great leader is the ability to resolve issues effectively. “When the goals of organizational processes involve active participation, decision making, and leadership from organizational members, an awareness of the tensions, problems, conflicts, and contradictions is essential to organizational learning and health” (Erbert, 2014, p. 152). In other words, if leadership recognizes possible issues or even contradictions in such areas as organizational process, policies, employee responsibilities, performance measures, workload, and even recognition efforts, it is important to be aware and communicate these issues to participating employees as well as request their insight to help solve the issues. Ignoring issues and hoping they go away or work themselves out can cause heated emotions, more problems, and ultimately hinder conflict management practices. South and Volynets (2015) outline effective and ineffective strategies to overcome conflict situations. When conflict arises, some may be tempted to ignore or avoid the issue. South and Volynets (2015) contend, “On its own, avoidance of a dispute is rarely an effective strategy and can be a crippling factor for a board that fails to tackle the conflict appropriately. Ignoring a problem rather than facing it often just exacerbates it” (p. 24). In handling disputes or conflict between two parties, it is important to be sensitive with those involved by seeking to understand the cause of the issues. In many cases, miscommunication can be a cause for contention, thus, endeavoring to make the concerns of all parties voiced and understood can help in alleviating heated emotions. One may not agree with another, but as long as both parties feel understood this can go far in conflict resolution. Handling emotions in conflict situation is key. Problem solving, decision making, and conflict are facts of life. To become a valuable, contributing member or leader of an organization, the goal is to recognize conflict, understand its impact on work effectiveness, then conflict can be used to achieve better results.

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References Abdullah, A. M., Murad, M. W., & Hasan, M. M. (2015). A decision dynamics model of cost control and

corporate governance. Journal of Developing Areas, 49(2), 397-405. Awang, F., & Roach-Duncan, J. (2010). Cultural differences and their effects on conflict resolution in business

settings. Journal for Global Business Education, 10, 27-36. Bednarz, T. F. (2014). Six steps to solve a problem. Canadian Plastics, 72(5), 10. Burroughs, A. (2014). Conflict resolution. Smart Business Akron/Canton, 24(3), 16-17. Erbert, L. A. (2014). Antagonistic and nonantagonistic dialectical contradictions in organizational conflict.

Journal of Business Communication, 51(2), 138-158. Madlock, P. E., & Booth-Butterfield, M. (2012). The influence of relational maintenance strategies among

coworkers. Journal of Business Communication, 49(1), 21-47. Shah, S., Horne, A., & Capellá, J. (2012). Good data won't guarantee good decisions. Harvard Business

Review, 90(4), 23-25 Shockley-Zalabak, P. S. (2015). Fundamentals of organizational communication: Knowledge, sensitivity,

skills, values (9th ed.). Upper Saddle River, NJ: Pearson. Spaho, K. (2013). Organizational communication and conflict management. Management: Journal of

Contemporary Management Issues, 18(1), 103-118. South, J., & Volynets, A. (2015). Conflicts in the boardroom. Corporate Board, 36(210), 22-26.

Suggested Reading In order to access the resources below, you must first log into the myCSU Student Portal and access the Business Source Complete database within the CSU Online Library. Abdullah, A. M., Murad, M. W., & Hasan, M. M. (2015). A decision dynamics model of cost control and

corporate governance. Journal of Developing Areas, 49(2), 397-405. Awang, F., & Roach-Duncan, J. (2010). Cultural differences and their effects on conflict resolution in business

settings. Journal for Global Business Education, 10, 27-36. Bednarz, T. F. (2014). Six steps to solve a problem. Canadian Plastics, 72(5), 10.