Articles

Communication and constructive Conflict Management

Constructive management of conflicts is affected by the communication models conflict members assume and use.

• Sender - Receiver

Sender - receiver communications assumes one party sends and the other receives. The sender - receiver model can create workplace conflict or add to existing conflict. When managers assume they are a sender and employees are a receiver, they may deny employees the ability to speak up. This communication model also requires passivity by the receiver. When the receiver tries to act as an equal with someone who assumes they are a sender, this creates workplace conflict because the sender sees the receiver as violating their workplace role.

• Transactional Model

Transactional models of communication assume each party sends and receives. The exchange of information is a transaction. Transactional communication models are the closest representation for actual conversation. Shifting to transactional models of communication gives all parties a voice. This does not guarantee a resolution of workplace conflicts, but workplace conflicts cannot be resolved without transactional communication.

• Social Constructionist Model

Social constructionist communication models assume that communication is a symbolic interaction. Speech and writing are the method of sharing ideas, teaching and creating new realities. Unfortunately, this model falls short of the real world in many ways, often contributing to workplace conflicts. When can it fail?

1. If the parties lack a common set of symbols, communication will fail. Conflict can arise when failure to communication is assumed to be caused by stupidity or ignorance.

2. Failure to communicate by being too detailed to give a general outline or too vague for others to follow is often blamed upon the recipients. The blame on the listener creates conflict with the speaker.

3. When parties do not share the vision or goals, conflict can arise when one side assumes a willful disregard of the other side to take the action the visionary desires. The assumption of willful disobedience creates workplace conflict.