BUCHAREST UNIVERSITY OF ECONOMIC STUDIES

Faculty of Business Administration

HUMAN RESOURCE MANAGEMENT

29.11.2021 – 05.12.2021
Communication & conflict management

Associate Professor, PhD., Valentina Mihaela Ghinea

“No one would talk much in society if they knew how often they
misunderstood others.”
Johann Wolfgang Von Goethe

Surrealist Belgian artist – René Magritte

(1898 – 1967)

“What we are going to have today is not a dialog”

 How important is to communicate?

Abraham Maslow’s pyramid of needs Communication need

 People does not know to communicate!?

Communication need Teaching communication (lectures)

Understanding communication’s
importance (on-the-place learning)

You cannot NOT communicate!

Why?
Different means & languages  COMMUNICATION by means of:

-language of images (picture, sculpture, dance, film, etc.)

-language of music (a symbolic one)

Santa Claus Is Coming To Town - Michael Bublé

-language of mathematics (an abstract-symbolic one)

- language of science

-the one of cybernetics' etc.

EACH language apart:

- particular characteristics
- understandable for receivers acting within the same field
So:
-We need to communicate
-We cannot NOT communicate Still:
-Why should we care so much about communication?

BECAUSE
human interaction is more complex and complicated than somebody ever thought

our communication influences

our daily activity
 Why communication is so complicated?

FIRST

Our brain is made up of more than 200

billions of nerves.

number of possible connections =

125 trillions

125 000 000 000 000 000

 Communication process
A process by which information and understandings are transferred
between a sender and a receiver

SECOND

Receiver decodes
Sender encodes Potential noise and distortion message and encodes
message
feedback
Channel

Feedback Loop

Content & context

 "The map is not the territory“
A. Korzybski (1879 – 1950)

-neurological filters
(our very subjective senses)

GENERALIZATION
INDIVIDUAL
WORLD WORLD MAP

DISTORTING

SELECTION
-socio-cultural filters EQ
(environment that every person
Bica-
was born and lived /lives in)
meral
images
-individual filters
(personal experience)

Verbal communication Human language

(7%)
Influence people’s perception Vocal characteristics
Para verbal communication (38%)
of you (as a professional)
Non-verbal communication (55%)
Facial expression,
gestures, etc
affects the CO’s success NLP
(even the self-fulfilling prophecy =
Transactional
placebo)
analysis
INDIVIDUAL
WORLD MAP
Human language Verbal communication

Vocal characteristics Para verbal communication

Facial expression, Non-verbal communication

gestures, etc

-neurological filters (our

GENERALIZATION PROCESS
P
NL ional
sact is senses which are very

DISTORTING PROCESS
n

SELECTION PROCESS
Tra nalys subjective), INDIVIDUAL
EQ a

Bicameral images - socio-cultural filters WORLD MAP

EQ
(influenced by the environment
that every person was born and
lived in), Bica-
- individual filters (given by meral
SELECTION PROCESS

the personal experience). images

DISTORTING PROCESS

GENERALIZATION PROCESS

-neurological filters (our

senses which are very
subjective),
- socio-cultural filters
Verbal communication Human language
(influenced by the
environment that every
person was born and lived
Para verbal communication Vocal characteristics
in),
- individual filters (given
Facial expression, gestures,
by the personal experience). Non-verbal communication
etc

NLP
Transactional analysis

Influence
affects the CO’s success
people’s
(even the self-fulfilment perception of
prophecy = placebo) you (as a
professional)
 “General semantics is the science of how not to be a damn fool.”
 S. I. Hayakawa
What
Alfred Korzybski did to humanist science by developing his
theory of general semantics = how events translate to perceptions, how they are further modified by
the names and labels we apply to them, and how we might gain a
measure of control over our own responses (cognitive, emotional, and
behavioral)
"We need not blind ourselves with the old dogma that 'human nature cannot be changed', for
we find that it can be changed.“  the present NLP concepts

“How is it that humans have progressed so rapidly in science, mathematics, and

engineering, yet we continue to exhibit behaviors that result in misunderstanding,
suspicion, bigotry, hatred, and even violence in our dealings with other people and
with other cultures?”
— Alfred Korzybski

is similar to

What
Einstein did to physics by developing the
theory of relativity.
 (Business) Communication is affected by:

THIRD

Technology Internet extranet intranet information

development

globalization

Business Teamwork Workforce

communication Needs diversity
Necessities motivational
Expectations theories
Cultures
 So,
this is why
communication is so
complicated.
 We’re terrible at detecting lies   How to detect a lie?
Non-verbal communication Para-verbal communication
RED FLAGS:

!! there are also other reasons someone may do this 1. The 'duping delight' expression
 it doesn't necessarily mean people are lying, just
2. Gaze aversion 
trying to hide a certain emotion from being
expressed. 3. Non-congruent words-gestures

4. A story in strict chronological order.

(trick: ask to hear the story backwards)

5. Way too much linguistic

convolution or overcompensation

6. Distancing (a truth-teller uses

names, while a liar uses
impersonal phrases)

 7. Liars smile at all the right

moments and say all the right
things
 How to detect a lie

!! eye contact = critical to our ability to develop

relationships (as an important part of building rapport)
 it lets others know you are interested in them

When delivering a presentation  the general rule

is the more eye contact, the better (at least 90% of
the time)  shows confidence, it implies expertise,
and it helps build a connection to your audience.

!! rules for eye contact in a conversation vs rules

for eye contact in a presentation:
The Right Amount of Eye Contact Conveys Sincerity

Individual and Cultural Differences

Mirror the Other Person’s Eye Contact Frequency

Read Pupils to Gauge Interest

intrapersonal communication
= discussion with him/herself

interpersonal communication
= between two different persons

group communication
= which is also a form of interpersonal communication,
but implying more than two persons

public communication
= one single person transmitting the message,
much more others receiving it
- lecture, conferences, etc.

mass communication
= one single person transmitting the message, and both more
receivers & communication channels  mass-media transmissions
vertical communication = (cascade communication)
it appears between partners with non-equal social position

horizontal communication =
between partners with equal social position
 It is impossible not to communicate!
! Any answer, even no answer = answer

Effective communication conveying thoughts, intentions and objectives, as clear

and accurate as possible  end-result = sender &
receiver understand the same thing
≠
Successful communication what really matters is interest:
• interest in the subject matter
• interest in the audience
• interest in explaining the subject to the audience
• interest on the part of the audience in understanding
the subject

if the audience thinks it so → positive effect:

-SC = it makes them take notes, it encourages them to read further, listen more
-SC = it triggers questions
-SC = it makes them laugh, cry, think, wonder, reply to your invitations
"This work is too difficult" " It is 10 o’clock in the morning."
At the end of the lecture, you have to give me an example of successful
communication!
 Effective (business) communication

Provide practical information

Give facts rather than vague impressions
Present information in a concise, efficient manner
Clarify expectations and responsabilities
Offer compelling, persuasive arguments and recommendations

HOW TO speak on the phone ”Hotel Marigold” 

https://magazinweb.net/film-hotelul-marigold-the-best-exotic-marigold-hotel-2011.html
Min.51’
 Communicating effectively on the job
HOW

-Understanding the communication process

-Reduce distractions in the work environment

Common sense and courtesy
Not sending unnecessary messages
Informing receivers of message priority
Anticipating emotional reactions

- Developing business communication skills

- Adopt an audience-centered approach
Emotional intelligence and you attitude
- Give & receive appropriate feedback
Constructive feedback not destructive feedback
- Business etiquette
expected norms and behaviors
in a certain situation → organizational culture
 Relevance within HRM frame

Planning – generally, this is a team effort  need for effective communication

RECRUITMENT – job analysis (JD & JS) & looking for the most suitable candidate
SELECTION – tests and interviews
TRAINING – induction training & specific training
Non-financial MOTIVATION

LEADERSHIP – transactional & transformational

TEAMWORK & TEAM BUILDING
– forming, storming, norming, performing & adjourning

CONFLICT MANAGEMENT – competing, avoiding, compromising, accommodating, collaborating

ORGANIZATIONAL CULTURE
Dia (meaning “through”) + Dis (meaning “apart”) +
logos (meaning “words”) quatere (meaning “to
= flow of meaning = Dialogue and Discussion: shake”)
exchange of ideas = informal debate
The Differences

Dialogue
Discussion

Reveal feelings State positions

Explore assumptions Advocate convictions
Suspend convictions Convince others
Build common ground Build oppositions

Result Result

Long-term, innovative
Short-term resolution
solutions
Agreement by logic
Unified group
Opposition beaten down
Shared meaning
Mind-sets held onto
Transformed mind-sets
 Ten Keys to Effective Listening
Keys Poor Listener Good Listener

Asks questions; paraphrases what is

1. Listen actively Is passive, laid back
said

2. Find areas of
Tunes out dry subjects Looks for opportunities, new learning
interest

Fights distractions; tolerates bad habits;

3. Resist distractions Is easily distracted
knows how to concentrate

4. Capitalize on the
Tends to daydream with slow Challenges, anticipates, summarizes;
fact that thought is speakers listens between lines to tone of voice
faster than speech

5. Be responsive Is minimally involved Nods; shows interest, positive feedback

6. Judge content, not Judges content; skips over delivery

Tunes out if delivery is poor
delivery errors

Does not judge until comprehension is

7. Hold one’s fire Has preconceptions; argues
complete

8. Listen for ideas Listens for facts Listens to central themes

No energy output; faked Works hard; exhibits active body state,
9. Work at listening attention eye contact

10. Exercise one’s Resists difficult material in favor Uses heavier material as exercise for the
mind of light, recreational material mind
Where there are people, there are also conflicts.

HRM deals with conflicts.

 WHAT IS CONFLICT?

= a situation resulting between two or more parties, with incompatible interests / goals
= a clash of interests or rights, values, perceptions, actions, views or direction

People are concerned with:

-FEAR
People DISAGREE & -FORCE
-FAIRNESS
-FUNDS

thoughts (ideas)  conflict of values = ideological conflict

emotions (feelings and perceptions) = affective conflict

actions (behavior) = substantive conflict (different solutions)

&
goal conflict (different objectives)
 Level of analysis

inter organizational  between two or more organizations

intra organizational  within an organization:
inter group conflict  between different groups / departments
intra group conflict  between members of a group / department:

interpersonal conflict = between different individuals (members of the same

or different hierarchical levels or units)
Communication flaws different personalities
Communication flaws  information deficiency
dyadic conflict
Hiring & performance appraisal flaws  role incompatibility
environmental stress
intrapersonal conflict = intra individual /intra psychic

Festinger’s cognitive consistency = an inner drive

to hold our attitude, believes & behavior in
harmony
cognitive dissonance = behaviour not in accordance
with individual’s assumptions and convictions
STAGES OF CONFLICTS

LATENT

MANIFESTED

VIOLENT
CONFLICT ESCALATION
 ORGANIZATIONAL CONFLICT

The classical approach = conflict is detrimental to organizations

- should be eliminated by designing mechanistic / bureaucratic structures

The neo-classical (human relations approach) = conflict is dysfunctional

- should be eliminated by improving the social system of the organization

The modern view of conflict  conflict is important

- A moderate amount of conflict, handled in a constructive fashion, is necessary for
attaining an optimum level of organizational effectiveness.
 EVOLUTION OF CONFLICTS

TENSIONAL STAGE

Admitting the TENSIONAL STAGE

Accentuation of TENSIONAL STAGE

Starting the conflict

Dealing with conflict

End of conflict
 CONFLICT – RESOLUTION MANAGEMENT STYLES
Damian Killen and Danica Murphy wrote Introduction to Type® and Conflict (a book that uncovers the
conflict management styles associated with each of the 16 personality types in the Myers-Briggs Type
Indicator® (MBTI®) assessment)

purpose = one-sided gain purpose = mutual gain

LION style DOLPHIN style

ZEBRA style

purpose =
mutual concession

TURTLE approach CHAMELEON style

purpose = postponement, purpose = maintaining harmony,

giving up in others’ favor
impartiality
CONFLICT when forming a team Forming:
Bruce Tuckman's 1965 Team-Development Orientation, break the ice
Model Leader: Facilitate social interchanges

Storming:
Conflict, disagreement
Leader: Encourage participation, surface
differences
 Positive effects of conflicts
(constructive conflicts)
– Increases group cohesion Norming:
– Increases the team performance Establishment of order and cohesion
– Assessment of power or ability Leader: help clarify team roles, norms, values

 Negative effects of conflicts Performing:

(destructive conflicts) Cooperation, problem solving
– Hinders smooth working Leader: Facilitate task accomplishment
– It takes attention away
– Obstructions of the decision-making process
Adjourning?
– Undermining morale or self-confidence
– Reduces productivity
 INDIVIDUAL LEVEL

PERSONAL CHARACTERISTICS HUMAN NATURE

- experience, personality, reaction to people tend to act and make
success or failure, daily dramas, etc. decisions based on what they
perceive as being reality

We do not see the same reality

(individual World Map)
CONFLICT
problems appear

INERTIA TO CHANGE
- organizational changes are full of difficulties and traps  often even the behavior of those that
try to accept or make changes generate resistance to changes
 ORGANIZATIONAL LEVEL

COMMUNICATION WORK SATISFACTION

LANGUAGE CAREER DEVELOPMENT

Monologue Age
Dialogue Background
Empathy Future perspectives

MOTIVATION
CONFLICT Financial
Non-financial
LEADERSHIP
McGregor’s X & Y theories
Bass’
transactional/transformational
leadership

EVALUATION AND REWARD

ORGANIZATIONAL CULTURE Objectives
Norms and values Criteria
Routines, etc. Methods