CMN 230 EXAM 3 Culture and IPC the system of learned and shared symbols language values and norms that distinguish one Visible aspects of culture that we can observe and see and aspects that you can t see below the Culture group of people from another The Iceberg Analogy of Culture surface invisible Visible language symbols clothing Invisible values norms 4 Dimensions of Culture 1 Individualism vs Collectivism Individualism emphasizes the individual focuses and making it for yourself Collectivism emphasizes the group family community etc how you can contribute to Canada Australia Britain US Aligns with low context the group and help them rather than helping yourself China korea Japan many in Africa and LA Aligns with high context US Denmark Germany Finland Switzerland 2 High Context vs Low Context Communication High meaning is implied China Greece Japan Mexico Low meaning is directly stated 3 High vs Low Tolerance for Uncertainty High ambiguity is comfortable New Zealand Jamaica Low ambiguity is anxiety provoking Argentina Portugal Uruguay US is in the middle 4 Monochronic vs Polychronic Monochronic time is valuable stick to time schedules US Swiss Germany Polychronic time is fluid and less structured Latin America Arab part of Middle East sub saharan africa Communication Accommodation Theory CAT In group a group of people with whom one identifies Out group a group of people with whom one does not identify Convergence adapt to other s speech style Can signal in group membership or we just want to have a good relationship with this person Would use with a friend emphasize differences between you and another person Can use to signal someone is part of an out group Would use when you want to make the other person feel less powerful when you want to push the out group person away Divergence 4 8 when interdependent people perceive incompatible goals and interference from each other in Conflict Conflict achieving those goals 5 Conflict Management Styles 1 Dominating I win you lose my way or the highway Pros usually fast Cons can offend and hurt others in the process 2 Avoiding No one wins or loses not actually engaging in the conflict let s just forget about it Pros stay out of conflict trouble for the time being Cons can lead to unresolved problems and resentment 3 Accommodating I lose you win whatever Pros can keep the peace Cons can lead to unresolved problems and resentment want you 4 Compromising 5 Integrating We both win and lose meeting halfway Pros Helpful if the issue is complex Cons Some needs on both sides are not met creative thinking difficult to do BEST We both win a solution that makes both people happy Pros everyone gets what they want Cons not always available Behavior Consequences Feelings a When a neighbor is playing music loudly we want to initially say you clearly don t care about your neighbors b Restate using BCF When I hear your music B I get distracted and can t concentrate on studying C and then I get frustrated and annoyed F c Do others typically use this strategy when starting conflict NO 2 Underlying Dimensions of Conflict Styles 1 Assertiveness 2 Cooperative Dominating high assertiveness low cooperation Avoiding low assertiveness low cooperation Comproming middle of both Accommodating low assertiveness high cooperation Integrating high assertiveness high cooperation 5 Guidelines for Managing Conflict Effectively 1 Define your needs 2 Be ready with several potential solutions 3 Describe the conflict in terms of 4 Communicate understanding of the other person s perspective 5 Rehearse what to say keep it short a Be rational not emotional b don t let temper get the best of you Be able to recognize a correct example of the BCF guideline 3 Guidelines for Conflict Initiating 1 Before convo define needs have solutions rehearse 2 BCF explanation approach avoid evaluating their motives a b Use i language 3 Communicate understanding of their perspective 3 Steps for to Conflict Responding 1 Communicate understanding of their perspective 2 BCF approach a Ask questions b Paraphrase 3 Ask initiator for alternate solutions Perspective Taking and their emotions the cognitive appraisal of how another person perceives themselves their situation Seeking Compliance actions that try to get people to perform behaviors they otherwise may you can only change behavior and your own your own 4 10 Compliance seeking behaviors not perform Disclaimer about seeking compliance conflicts communication Goals Plan Action Theory Interaction goals plan s message Ideal of plans 3 5 Mental Shortcuts Heuristics that Trigger Compliance norm of reciprocity if I give you something you must give me 2 Social Proof heuristic everyone else is doing it going more likely to comply because to give something unprompted before asking for something more likely to comply if we like them more likely to comply when we perceive that the person has we tend to make fast decisions when we think something is scarce 1 Reciprocation heuristic something in return Pre giving others are 3 Liking heuristic 4 Authority heuristic power authority 5 Scarcity heuristic Limited time offer We must balance the 2 aspects of communication competence when seeking compliance when time is short people will shift from using more socially appropriate messages efficiency social appropriateness Urgency hypothesis to more efficient messages Difficult Conversations when instrumental goals conflict with identity and relational goals Giving people feedback when they didn t ask for it People don t really appreciate when 4 15 Difficult Conversations Giving Unsolicited Feedback you do this Telling your coworker that her shorts are too short and she needs to go home and change People you are with are talking too loud when you need to concentrate Feedback to friends Ex Dressing inappropriately personal hygiene flirtatious behavior obnoxious behavior 4 Steps to Giving Unsolicited Feedback 1 Ask for permission to talk to them Let them choose the time place Why ask for permission if you are the boss 2 Use forecasting Tell them you re giving feedback before doing it Thanks for agreeing to talk to me I thought I should talk to you about this issue even though it might be an uncomfortable conversation 3 Be straightforward and simple with feedback Get to the point DO NOT AMPLIFY 4 If it s serious or they are being difficult Emphasize positive impact Agree on appropriate action Follow up with them later Refusing requests Co workers tech company examples