Organizational Communication & Conflict Essentials

1. Communication shapes power, trust, and outcomes in organizations

• Communication is not neutral - it can control, exclude, or build collaboration.
• Poor communication leads to conflict, stalled decision-making, and resentment.
• The opening department-chair story shows how listening vs. ordering changes outcomes.

Same goal, different communication style - totally different result.

2. Three major perspectives explain how organizations communicate

Students should know these three lenses (not memorize details):

• Functionalist - communication as information transmission (top-down, efficiency-focused)
• Interpretivist - communication creates shared meaning and culture
• Critical - communication reflects power, voice, and control

Who controls the message? Who gets to speak? Who decides meaning?

3. Carl Rogers: Listening is more powerful than judging

• Rogers argues the biggest barrier to communication is evaluation instead of listening.
• Real communication requires:
  • Suspending judgment
  • Listening for understanding
  • Reflecting back what you hear
• This applies beyond therapy - workplaces, leadership, conflict, education.

Rogers’ idea that good communication is always therapeutic (p. 173 pp. 3).

4. Adult learning, self-direction, and communication are connected

• Adults learn best when communication is:
  • Respectful
  • Safe
  • Participatory
• Introduces self-directed learning and andragogy in practice.
• Communication skills support:
  • Lifelong learning
  • Equity
  • Organizational growth

If adults feel heard, they engage. If they feel judged, they shut down.

1. Conflict is normal-and can be functional or dysfunctional (p. 191-195)

• Conflict is inevitable in organizations where people work together.
• The chapter distinguishes:
  • Functional conflict → can lead to creativity, innovation, and growth.
  • Dysfunctional conflict → leads to stress, reduced productivity, absenteeism, and turnover.

Conflict itself is not the problem-how it’s managed is.

• Definitions of conflict (pp. 191-192)
• Functional vs. dysfunctional conflict (pp. 194-195)

2. Common sources of incivility and organizational conflict “Functional Conflict Triggers” (p. 193-199 pp. 5)

• Conflict often comes from:
  • Unclear roles and expectations
  • Competing goals
  • Personality differences
  • Resource scarcity
  • Power dynamics
  • Subcultures and “us vs. them” thinking

Organizational culture plays a major role in whether conflict escalates or becomes productive.

• Sources of conflict list (p. 194)
• Organizational culture discussion (pp. 195-196)

3. Diversity, generations, and cultural intelligence matter

Pages 196-199

• Modern workplaces are increasingly diverse across:
  • Race, gender, age, culture, ability, and values.
• Generational differences (Boomers, Gen X, Millennials, Gen Z) can intensify misunderstandings if leaders rely on stereotypes.

Cultural intelligence as a skill leaders need to navigate diversity effectively.

• Workplace diversity and DEI (pp. 196-197)
• Generational differences and conflict (pp. 197-199)

4. Conflict management strategies (p. 200-209)

• Ineffective approaches include:
  • Avoiding conflict
  • Suppressing discussion
  • “Law and order” command response
• Effective approaches emphasize:
  • Collaboration
  • Principled negotiation
  • Mediation
  • Organizational learning

Conflict can become a learning opportunity when addressed openly and ethically.

• Conflict-handling styles/ modes & negotiation (pp. 200-204)
• Mediation and training approaches (pp. 204-209)