Name
Western Governors University
D268 Introduction to Communication: Connecting with Others
Prof. Name
Date
This section examines the interpersonal communication dynamics between Raymond and Jenna, as presented in the “Workplace Conflict” video. The analysis focuses on how both their verbal and nonverbal behaviors contributed to either escalating or de-escalating the conflict. The discussion draws from key concepts in managing interpersonal conflict and professional communication, specifically from Section 2, Lessons 4.2 to 4.5.
Raymond’s Behavior
Raymond displayed a defensive and confrontational attitude during the interaction. His nonverbal cues, such as crossed arms and a raised voice, reflected frustration and resistance to cooperation. He maintained an accusatory tone aimed at Jenna’s department, which increased tension and obstructed productive communication.
Jenna’s Behavior
Initially, Jenna responded professionally, but as Raymond blamed her department, she adopted a defensive stance. Her nonverbal expressions—like a rigid posture and frowning—showed irritation. Instead of seeking resolution, she disputed Raymond’s accusations, which intensified the conflict.
| Person | Behavior Description | Impact on Conflict |
|---|---|---|
| Raymond | Used argumentative tone and closed body language, blamed Jenna’s department. | Created hostility, discouraged open dialogue, escalated tensions. |
| Jenna | Reacted defensively with frustrated tone and closed body language. | Mirrored Raymond’s hostility, leading to entrenched positions and increased conflict. |
Raymond’s confrontational style and closed-off body language conveyed hostility and a lack of willingness to collaborate. By blaming Jenna’s department, he blocked effective communication. Jenna’s defensive response mirrored this antagonism, causing both to become entrenched in their positions, further worsening the dispute.
Raymond’s Alternative Behaviors
Raymond could have used open body language—such as uncrossed arms and steady eye contact—to signal openness and willingness to cooperate. Verbally, adopting inclusive phrases like “Let’s work on this together” could have fostered a collaborative atmosphere rather than assigning blame.
Jenna’s Alternative Behaviors
Jenna might have practiced active listening by paraphrasing Raymond’s concerns to demonstrate understanding. Maintaining a calm, empathetic tone would have helped sustain constructive dialogue and avoided defensive escalation.
| Person | Alternative Behavior | Effect on Conflict Resolution |
|---|---|---|
| Raymond | Open body language and inclusive language emphasizing partnership. | Would reduce tension and promote teamwork. |
| Jenna | Active listening and empathetic communication. | Could ease Raymond’s frustration and refocus the discussion on solutions. |
By signaling openness both verbally and nonverbally, Raymond could have promoted a sense of partnership and framed the issue as a shared challenge rather than assigning fault. Jenna’s empathetic approach and calm demeanor might have diffused the tension, fostering collaboration and more effective problem-solving.
This section outlines a structured approach Raymond and Jenna could have followed to navigate their workplace conflict effectively. The framework follows the five stages of negotiation—Pre-negotiation, Opening, Exploration, Bargaining, and Agreement—as discussed in Section 2, Lessons 3.4 and 3.5.
| Negotiation Stage | Raymond’s Recommended Actions | Jenna’s Recommended Actions |
|---|---|---|
| Pre-negotiation | Come prepared with specific issues and potential solutions; gather data to frame the discussion as problem-solving rather than blaming. | Collect workload reports and communication records; prepare facts to respond calmly and objectively. |
| Opening | Start with a collaborative tone, emphasizing shared goals like improving workflow efficiency. | Maintain a positive tone, emphasize shared company objectives, and encourage constructive dialogue. |
| Exploration | Use open-ended questions (e.g., “How can we better coordinate?”) to promote understanding and dialogue. | Employ reflective listening to validate concerns and calmly present her department’s challenges. |
| Bargaining | Suggest mutually beneficial options such as task-sharing or adjusted deadlines instead of blame. | Propose joint strategies such as regular meetings to monitor progress and workload. |
| Agreement | Remain open to compromise, summarize agreed solutions, and ensure both feel heard. | Document agreements and propose regular follow-ups to ensure transparency and accountability. |
Following these stages with recommended behaviors would have likely helped Raymond and Jenna move beyond blame, creating an environment of mutual respect and cooperation conducive to resolving their conflict effectively.
The following references informed the analysis and recommendations, emphasizing the importance of professionalism, empathy, and structured negotiation in resolving workplace conflicts.
References
Fisher, R., Ury, W., & Patton, B. (2011). Getting to yes: Negotiating agreement without giving in (3rd ed.). Penguin Books.
Guffey, M. E., & Loewy, D. (2020). Business communication: Process and product (10th ed.). Cengage Learning.
Hocker, J. L., & Wilmot, W. W. (2018). Interpersonal conflict (10th ed.). McGraw-Hill Education.
Course materials emphasize that maintaining empathy and professionalism during conflicts fosters more positive workplace outcomes.
