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Case 6.1 Analysis: The Importance of Communicating Effectively

Case 6.1 Analysis: The Importance of Communicating Effectively

Case 6.1 presents the consequences of ineffective communication. In the case, Jack, the vice president of training in a firm, asks senior project manager Wei Lee about the progress of a project for their largest client. Ms. Lee begins responding by saying that she actually needed to talk to him about the project, but Jack interrupts and shouts at her, saying that he does not want to hear any excuses and she should just finish the project: Case 6.1 Analysis: The Importance of Communicating Effectively.

Wei then says, “Fine. I quit. Do it yourself” (Corvette, 2007, p. 100). As a result, Jack fails to learn from Wei that the client had requested some changes, but also agreed to double the fee.

Case Discussion

Rules for Effective Listening and Speaking

Jack broke several rules for effective listening outlined by Corvette (2007): he did not listen more; he stopped listening because he thought he knew what Wei was going to say; he assumed he knew what Ms. Lee meant; he interrupted; and showed no interest. Additionally, he did not seek new information to understand why Wei needed to discuss the project. Jack also broke some rules for effective speaking, including answering what was not asked (Ms. Lee did not ask for a deadline extension), being offensive by yelling, and being afraid to be silent.

Wei’s Handling of the Conflict

Although Wei’s frustration is understandable, leaving impulsively did not resolve the issue effectively and only prevented her from conveying important information. Alternatively, she could have first determined whether the conflict was due to temperament or communication failure, applied filtering techniques, and then called a time-out if the conflict escalated (Corvette, 2007). Additionally, adopting professionalism approaches such as demonstrating interpersonal skills would have helped create a calm environment and offer a foundation for solving the conflict sustainably (Mbegu, 2018).

Addressing Bias

Learning about Jack’s dislike of women would suggest that his behavior was rooted in gender bias, explaining the communication failure between him and Ms. Lee. Besides, women are more likely to view interruptions from men as indicative of gender bias and are thus likely to react negatively (Briggs et al., 2023). Therefore, Jack should practice filtering techniques to allow for effective communication.

He should recognize his bias and how women perceive him, and then identify the effort he will take. For instance, he could note, “I have gender bias. I anger women when I interrupt them. I need to attend bias awareness training to address my implicit biases and be an active listener when communicating with women.”

Conclusion

Case 6.1 demonstrates the consequences of ineffective communication. It helps in understanding conflict management, as it shows the need to adopt the best practices for effective communication even when conflict arises. The case also highlights the importance of following the rules for effective speaking and listening, eliminating noise that may prevent effective communication, applying filtering techniques to eliminate personal biases, and being well-prepared to handle conflict when it arises, which are all important in negotiations.

References

Briggs, C. Q., Gardner, D. M., & Ryan, A. M. (2023). Competence-questioning communication and gender: Exploring mansplaining, ignoring, and interruption behaviors. Journal of Business and Psychology, 38(6), 1325–1353. https://doi.org/10.1007/s10869-022-09871-7

Corvette, B. A. B. (2007). Conflict management: A practical guide to developing negotiation strategies. Pearson Prentice Hall.

Mbegu, S. (2018). The role professionalism in managing conflict at work place. Open Access Library Journal, 5(11), 1–5. https://doi.org/10.4236/oalib.1105014

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Question 

Chapter Assignments:

Read the case and answer the question. The assignment is submitted to Turnitin. course textbook: Budjac Corvette, B. A. (2007). Conflict management: A practical guide to developing negotiation strategies. Upper Saddle River, NJ: Pearson Additional information: ISBN 9780131193239, Edition: 1st

Chapter Assignments:
You will be asked to complete assignments to demonstrate your understanding of the course content.

For each chapter assignment, you will be asked to reflect on the case/task. Some assignments will require you to answer questions that are included in the text. In addition to answering each of the questions, you must include at least two credible sources to support your points (not including the textbook) in APA formatting.

These do not need to be current, but they cannot be blogs or popular news sites. Each chapter assignment is worth 10 points, and grading rubrics can be found in the content area on D2L. The format for the chapter assignments are as follows:

  1. Provide a brief summary of the case or expectations of the assignment, if a readable case isavailable (Minimum 3 full sentences)
  2.  Answer/expand each of the questions associated with the case (Should be more than one sentence. AVOID yes, no, or I agree as your only response)
  3. Provide a brief conclusion on how or why this could help you in understanding conflict management/negotiations.
  4.  Provide two credible external sources in addition to the textbook

    Case 6.1 Analysis: The Importance of Communicating Effectively

    Case 6.1 Analysis: The Importance of Communicating Effectively

Chapter 6
7. Why would it be true that we are able to communicate best with those who are most similar to us?
8. Explain the importance of feedback in the negotiation process.
9. What one thing can you do to increase your communication effectiveness in negotiation?
10. Critically evaluate your typical body movements during interactions with others. What messages might you be
sending through your habits?

Case 6.1
Jack asked, “How is the Southwestern project coming along?” Ms. Lee said, “I need to talk to you about that.” “I don‘t want to hear any excuses, just get this project done,” Jack yelled to Wei Lee.
Ms. Lee said,” Fine. I quit.

Do it yourself.” Ms. Lee is the senior project manager and is in charge of completing a customized training program for the firm‘s largest client. Jack was hired from the outside just two months ago as vice president of training. Ms. Lee believes that her credentials are more appropriate and impressive than are Jack‘s.

Ms. Lee expected the job. She has no alternatives lined up. Jack has already earned a reputation for being harsh in a place where people formerly enjoyed working. The particular project in question includes extensive material/course manual preparation as well as classroom sessions.

Before the interruption, Ms. Lee was attempting to communicate to Jack that the client had requested a significant variation from what was originally contracted. The good news that Ms. Lee had to share was that the client had agreed to double the fee.

Case Discussion Questions
1. How many rules for effective listening and speaking has Jack broken?
2. How well has Wei handled this conflict? Can you suggest any alternative actions that would have been consistent with good practices?
3. If you learned that Jack dislikes female professionals, what additional insight does that provide regarding communication difficulties between him and Ms. Lee? What might you suggest to Jack?