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• Module overview
• 1.Introduction to communication
  • 1.1 Overview of communication
  • 1.2 Forms & types of communication
  • 1.3 Communication models and theories
    • 1.3.1 The transmission model
    • 1.3.2 The process models
    • 1.3.3 More recent models and theories
  • 1.4 The role of perception in the communication process
  • 1.5 Communication barriers
  • 1.6 Communication in the workplace

• 2. Written communication: Business writing

  • 2.1 Overview of written communication
  • 2.2 Planning
  • 2.3 The components of a plain english writing style
    • 2.3.1 Language
    • 2.3.2 Sentence structure
    • 2.3.3 Paragraph structure
    • 2.3.4 Rhythm
  • 2.4 Evaluating your writing
  • 2.5 Letters, memoranda and reports
    • 2.5.1 Letters
    • 2.5.2 Memoranda
    • 2.5.3 Reports
  • 2.6 Applying written communication to business writing
    • 2.6.1 Good news letter/memo - eg granting a request
    • 2.6.2 Bad news letters/memos - eg declining a credit application
    • 2.6.3 Structure for persuasive messages eg sales letters
    • 2.6.4 Online writing

• 3. Written communication: research and academic writing

  • 3.1 Overview of academic writing
    • 3.1.1 The research process
    • 3.1.2 Notations
    • 3.1.3 Strategies for sorting information
  • 3.2 Clear and logical thinking in academic writing
  • 3.3 Structure and content of academic writing
  • 3.4 Writing techniques

• 4. Intercultural communication

  • 4.1 Overview of culture
  • 4.2 Intercultural, cross-cultural and intracultural communication
  • 4.3 Enculturation, acculturation, ethnocentrism and cultural relativism
  • 4.4 Globalisation and intercultural business communication
  • 4.5 Cultural variables
  • 4.6 Barriers to effective intercultural communication
  • 4.7 Intercultural communication competence

• 5. Interpersonal communication

  • 5.1 Overview of interpersonal communication
  • 5.2 Creating a positive communication climate
    • 5.2.1 Empathy
    • 5.2.2 Judgmental behaviour and stereotyping
    • 5.2.3 Self disclosure
    • 5.2.4 Interpersonal effectiveness
  • 5.3 Self-concept
    • 5.3.1 Developing a positive self-concept
  • 5.4 Techniques for effective communication
    • 5.4.1 Assertive behaviour
    • 5.4.2 'I' Statements
    • 5.4.3 Feedback
    • 5.4.4 Feedfoward
    • 5.4.5 Networking
    • 5.4.6 Delegating

• 6. Non-verbal communication

  • 6.1 Overview of non-verbal communication
  • 6.2 Types of non-verbal communication
  • 6.3 Aspects of non-verbal behaviour
    • 6.3.1 Kinesics
    • 6.3.2 Touch
    • 6.3.3 Paralanguage
    • 6.3.4 Proxemics
    • 6.3.5 Time
    • 6.3.6 Type
  • 6.4 The role of non-verbal communication
  • 6.5 Conflict between verbal and non-verbal

• 7. Listening

  • 7.1 Overview of listening
  • 7.2 The listening process
  • 7.3 Approaches to listening
    • 7.3.1 Active listening
    • 7.3.2 Informational listening
    • 7.3.3 Evaluative listening
    • 7.3.4 Conversational listening
  • 7.4 Barriers to listening
    • 7.4.1 Becoming an effective listener

• 8. Public presentations and visual aids

  • 8.1 Overview of public presentations
  • 8.2 Planning and delivering the presentation
    • 8.2.1 Planning
    • 8.2.2 Delivery
  • 8.3 Visual aids and technology in presentations
    • 8.3.1 Selecting the right visual aid
    • 8.3.2 Types of visual aids
    • 8.3.3 Modes of delivery

• 9. Conflict and negotiation skills

  • 9.1 Overview of conflict: types, approaches and levels
  • 9.2 Types of conflict
  • 9.3 How to deal with conflict
  • 9.4 The twelve skills of conflict resolution
  • 9.5 Overview of negotiation
  • 9.6 Negotiation styles and strategies
  • 9.7 Personal styles in negotiation
  • 9.8 Principled negotiation

• 10. Organisational communication

  • 10.1 Overview of organisational communication
  • 10.2 Formal communication channels and networks
    • 10.2.1 Formal communication: problems and solutions
  • 10.3 Informal communication
  • 10.4 Improving organisational communication
  • 10.5 Meetings
    • 10.5.1 The purpose of a meeting
    • 10.5.2 The stages of a meeting
    • 10.5.3 Communication skill for effective meetings
  • 10.6 Interviews
    • 10.6.1 The purposes of an interview
    • 10.6.1 The purposes of an interview

• 11. Groups and teams in organisations

  • 11.1 Overview of groups and teams
  • 11.2 The nature of groups
  • 11.3 Group development
  • 11.4 The advantages and disadvantages of groups
  • 11.5 Improving group performance
  • 11.6 Decision making in groups
  • 11.7 Communication in groups

• 12. Customer service and public relations

  • 12.1 Overview of customer service
  • 12.2 Developing a working relationship with clients
  • 12.3 Customer relations and communication skills
    • 12.3.1 Communication barriers in customer relations
    • 12.3.2 Your role in customer relations
  • 12.4 Handling difficult situations
  • 12.5 Public Relations

9.4 The twelve skills of conflict resolution

DeVito (1992) suggests five productive conflict resolution strategies: openness, empathy, supportiveness, positiveness and equity. In addition, Elder (1994) proposes 12 skills for resolving conflict. Some of these have been covered in previous chapters: all relate to good basic communication skills.

• The win/win approach

Conflict resolution, like communication, is a shared responsibility. In the win/win approach each party considers what the other people in the conflict want. The key is cooperation and a desire to achieve a fair and wise solution.

Activity 9d

Read through 'Win-win approach' on page 169-170 of the textbook.

• Creative responses to conflict

Conflict can be regarded as an opportunity for change so that creative thinking is needed to generate fresh ideas for new solutions.

• Assertiveness

You also need to think about the conflict from your own perspective, be confident enough to express your feelings, needs and ideas and to stand up for your rights without interfering with the rights of others.

Activity 9e

1. Read through 'Assertion' on pages 170-172 of the textbook.
2. Do you, or have you, played any of the non-assertive roles in the Drama triangle (see Figure 7.6 of the textbook)?
3. What communication skills underlie the Success triangle (Figure 7.7)?

• Empathy

Empathy allows you to think about the conflict from the other person's perspective. Avoid judging others: rather be open to their ideas and views.

Activity 9f

Read through 'Empathy' on pages 173-174 of the textbook.

• Cooperation

As we have said, communication and conflict management involve mutual responsibility. Therefore, each party must co-operate to ensure a win/win solution.

• Willingness to resolve problems

Treating conflict as a fight or an emotional battle rather than as a problem solving process will inevitably lead to a win/lose or lose/lose result. The more emotion involved in a problem the more difficult it is to resolve. We will cover this in the negotiation section when we discuss separating the people from the problem. Elder (1994) also provides points to consider here:

• It is important to forgive rather than hold a grudge. Conflict resolution is about putting disagreement behind you and getting on with business.
• Accept that other people hold different values and beliefs and because of this, empathy is required from all sides.
• Developing new ideas does not mean rejection of old ideas. Sometimes, past experiences can be valuable in present conditions.
• Acceptance involves allowing the other party to be themselves and to express their views even if they have difficulty expressing their needs and emotions. Patience is important.
• Managing emotions

Emotions are a natural part of existence: we cannot switch them off. However, we can manage them. Emotions such as anger, hurt, regret and resentment may surface in a conflict. If you acknowledge and understand that these are valid feelings and that they can be managed, for example, by taking a deep breath or walking away from the conflict for a short period until you are calm, then conflict resolution will be more productive. Your textbook (page 165) suggests the Four R Method for dealing with emotions in crisis. This method provides an objective and reasoned approach to managing emotions.

• Mapping the conflict

If time permits, mapping is a useful way to find the cause of conflict.

Activity 9g

1. Read through the section on 'Mapping the conflict' on pages 162-165 of the textbook.
2. Map a recent conflict in which you were or are currently involved.

• Developing options

It is useful to devise as many options as possible as part of mapping the conflict. Remember that ideas should be as creative as possible and that some old ideas are just as useful as new ones.

• Negotiation skills

Negotiation skills will be covered in the next section. The fundamental element of negotiation is to create an environment in which people or groups who are in conflict can work towards a resolution.

• Third party mediator

Some conflicts will require third party intervention to help the conflict along. The third party mediator should be someone who is distanced from the emotions of the situation and who is neutral and impartial.

Activity 9h

Read through 'Mediation' on pages 174-175 of the textbook.

• Broadening perspectives

A conflict provides you with the opportunity to see the situation from different points of view. This requires both openness to new ideas and willingness to listen to others.

Activity 9i

1. Complete exercises 2, 3 and 4 of the Skill Builder exercise on page 168 of the textbook.
2. Work through a current conflict using Figure 7.5 in the textbook.

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