Page 107 - Communication in Organizations Basic Skills and Conversation Models

Part III

Group conversations

Introduction

In Part III we deal with various kinds of conversations in organizations that are held by
more than two people: conversations where decisions must be made, measures must be
taken, or where policies must be defined. Conversations where more than two people take
part demand a diversity of skills. Apart from basic communication skills such as active
listening behaviour and the ability to formulate one’s own ideas, opinions and
interpretations, group conversations demand regulating skills: the bringing about and
maintenance of a conversational structure. Above all, knowledge and insight into
decision making, problem solving and strategy development are vital.
Group conversations are more complex then dialogues: there are more senders and
more receivers. Therefore misunderstandings arise more quickly. A skilful conversation
leader can bring about a worthwhile contribution to the efficacy of group discussion. By
‘efficacy’ we mean that the goal striven for by the conversation is achieved. In Chapter
12 we present an example of a method to reach a decision with the participation of all
group members, a so-called phase model. This decision-making method forms the thread
running through the various forms of meeting that are discussed in Chapter 12. In
Chapter 13 we discuss a model and the communication skills for leading meetings.
Differences of opinion can lead to conflict. Conflict management is the subject of
Chapter 14. A specific skill is negotiation. Just as within the organization itself as with
external relations, employees change in situations where negotiation is necessary. We
focus on this theme in Chapter 15. In Chapter 16 we describe a model and skills for
giving presentations.