Knowledge communication

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Knowledge communication and conflict mediation
Prof. Dr. Heinz Mandl Dr. Bernhard Ertl
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Symptoms of bad communication and basis for
conflicts
Group-think phenomenom
Uniformity pressure, dominance of the majoritys
opinion
Hidden profile phenomenom
Only exchange of information known to all
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Symptoms of bad communication and basis for
conflicts
Avoiding cognitive dissonance
Interaction partners prefer information
supporting their own position
Polar ingroup-outgroup thinking
Group and department egoism
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Cooperation problems
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Causes for a deficient communication and
cooperation culture
Problems of power and authority loss
Ressort and beat thinking
Secret rules
Wrong gratification mechanisms
Wrong selection of managers
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Mental models secret rules as stress field of
knowledge communication
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Mental models Different views
We do not see things as they are but as how we are
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Mental models Barriers for knowledge transfer
Knowledge is power Questions lead to
uncomfortable disturbances Frequent asking is a
sign of weakness It will go faster if I do it
myself Other people work less efficiently Passin
g on knowledge should occur in front of the boss
(recognition) Helping the colleague hampers own
profiling Colleague refuses help (prestige)
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Organizational culture Rules (Examples)
Official rule
One gets ahead by going abroad
Readiness to take risks and responsibility are
recognized
Teamwork as part of the corporate culture has a
high value
Inofficial rule
One gets ahead if one has good contacts with the
boss
One is rewarded if one pleases the boss
The person who stands out from the others is
rewarded
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What can you do on an individual
and organizational level?
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The individual as starting point to support
knowledge communication and avoide conflict
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Initiate the individual reflection of knowledge
communication
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Selection of knowledge communication problems

• It is not expressed, what one really wants to
  express...

I am not hungry?
Do you want something to eat?
2. One does not hear, what has really been
expressed...
Drive yourself if you think that I cant drive!
It is green!
3. Social and object level are confused...
I have the impression, that I am your servant!
Can you dispose the garbadge?
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The communication model by Karl Bühler
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Example
Appeal Close the window
Embodyment There is a draft coming through the
window
Expression I am cold!
Theres a draft
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3 basic rules for communication

• Look for the information in a statement!

2. Question yourself about what the sender wants
to tell you about how he feels!
3. Ask yourself what your communication partner
wants of you or wants you to do!
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Reflect the problems that can occur in a
communication process
Problem of being able to articulate the
Knowledge you have
Interferences (noise, more than one communication
partner)
Interpretation for the background of individual
experiences
Decoding Translation to meaningful content
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How can you decrease these problems? What can the
individual do?
1. Paraphrasing
2. Repetition
3. Make it short!
4. Ask!
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Reflect Cooperation!
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The Problem with self-perception and
external The Johari-Window (Joseph und Harry
Ingham)
Not known to self
Known to self
Known to others
Open (A)
Blind (B)
Not known To others
Hidden (C)
Unknown (D)
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Disadvantageous situation for knowledge
communication and cooperation
Open
Blind
Hidden
Unknown
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Advantageous situation for knowledge
communication and cooperation
Blind
Open
Unknown
Hidden
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Fostering communication and cooperation by
initiating a feedback culture
Oriented on actions
describing
prompt
empathetic
correct
I-messages
I am not in thisworld to be as you want me to be!
Thank you ! Thank you for the feedback! I will
think about it!
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Support knowledge flows in the organization
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Analysis of communication Improve communication
flows Initiate communities Uncover secret
rules Initiate a change of culture
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Analysis of communication

• DIMENSIONS
• Importance of communication
• Quality of communication
• Usability of the amount of information
• Trust in the communication partner
• Feedback
• Information transfer extent
• Information transfer channel openness

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What can the results look like?
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Space management for the improvement of
communcation flows
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Initiate Knowledge Networks(Communities)
Learning Culture
Knowledge Exchange
SynergyEffects
Motivation
Trust
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Uncover secret rules
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Initiate change of culture Create conditions for
good communication and cooperation
Culture of trust
Team reflection
Dispute conflictculture
Task of managersBe an example
Look for strengths, weaknesses measures for
improvement
Foster dialog and discussion
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Initiate change of culture Show importance of
communication and cooperation culture!
Communication culture
Right and duty to ask, to be informed about
reasons
Cooperation culture
Take yourself back, let others correct you, see
the whole