Communication in Workplace Conflict
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This paper discusses the importance of active listening and how it guarantees that all members involved are flexible communicators. The paper illustrates the role of listening skills with a scene from a boardroom discussion and then provides a description of a complex conflict situation that resulted in a breakdown of communication in an office. The paper describes how two managers at a workplace both wanted the same promotion to another department in the organization, and discusses the different ways upper management could have solved the disagreement. The paper explains how the solution was resolved using the strategy of competition between the managers.
From the Paper:"Basic communications between members of a small group consists of three main parts: First there is a message or information that needs to be received by the listener and secondly, there is receiver who will receive this message. The third part is the sender, who sends the message to the listener. When there is a breakdown in any of these parts, a failure in communication will result. Some of the ways in which communications in the workplace is killed is by not listening properly or making it seem as though your full attention is not being paid to what is being said. This may occur when a member continually looks at his wristwatch to check the amount of time that has elapsed during the interaction, or when a member avoids eye contact or refuses to participate in the conversation. When one member of a conversation makes it seem as if he is not interested or fully involved in the interaction, other members of the group may become resentful of the entire contact, thus leading to a breakdown in the entire process of communication."
Cite this Term Paper:
Communication in Workplace Conflict (2003, October 12) Retrieved June 25, 2021, from https://www.academon.com/term-paper/communication-in-workplace-conflict-36550/
"Communication in Workplace Conflict" 12 October 2003. Web. 25 June. 2021. <https://www.academon.com/term-paper/communication-in-workplace-conflict-36550/>