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Strategic Managerial Communication Model

Discussion Response 1
Strategic Managerial Communication Model
Strategic Managerial Communication Model consist of four layers. Managers must consider all the layers simultaneously when developing a negotiation strategy (the core of the model) because they all affect each other (Hynes, 2011). The sender, purpose and time are the three skills that are fundamentally important.
Some managers (sender) enter a negotiation with confidence and a positive attitude, while others see defeat from the outset, believing they do not have a chance (Hynes, 2011). Before negotiators can succeed, they must believe in themselves (Hynes, 2011). A manager can gain confidence by becoming aware of the negotiation process and properly preparing for the interaction (Hynes, 2011). In addition, practice in negotiation, if done properly, leads to greater confidence because of the positive results (Hynes, 2011).
Purpose is one of the most critical elements to consider when developing a negotiation strategy (Hynes, 2011). The purpose of the negotiation may translate to “know what you want” or, more appropriately, “know what is reasonable to expect” (Hynes, 2011). Obviously, wants and expectations are vastly different, but unless you have clearly differentiated between the two, confusion and failure can result (Hynes, 2011).
Two issues should be addressed when considering time factors: (1) when to negotiate and (2) how to best use the time within the negotiation (Hynes, 2011). To optimize energy and prevent major setbacks, try to conduct a negotiating session when you feel healthy and rested (Hynes, 2011).


Hynes, G. (2011). Managerial Communication: Strategies and Applications. New York: McGraw-Hill Irwin.
Discussion Response 2
Strategic Managerial Communication Model
I believe 3 skills are fundamentally important when it comes to strategic managerial communication. Those skills include being able to review and analyze a situation, having a positive personal style, and the proper formation of the message content. Before negotiations can begin, managers must be able to understand the culture/climate that surrounds each negotiation scenario (Hynes, 2011, pg. 244). In order to set themselves up for any hopes of success, they must fully review the culture/climate at the time and tailor their negotiation strategy to fit that climate. If a manager is unable to successfully understand the culture/climate at the time, it will be hard to reach a positive negotiated outcome.
Managers also must be able to present a positive personal style and properly format the message content they want to negotiate. “Before negotiators can succeed, they must believe in themselves” (Hynes, 2011, pg. 245). If a manager appears weak or not confident in themselves during a negotiation, the opposing party will likely take advantage of that weakness to help themselves. Managers must present themselves in a positive and confident way when they enter negotiations in order to set themselves up for success. The same applies to the message content. The message sets the stage for the actual negotiation, so, in order for managers to set themselves up for success up front, they must be able to properly tailor their message to fit the situation.
Hynes, G. (2011). Managerial communication: Strategies and applications. (5thed.). New York: McGraw-Hill.
Discussion Response 3
Strategies for Conflict Resolution
Resolving conflicts is an unavoidable role for managers. It is inevitable that conflict will happen especially in a work environment with many different personalities. There are a variety of influences that can cause conflict such as lines of authority, limited resources and diverse goals (Hynes, 2011). As a manager, there are a few different approaches that can be used to deal with conflict. Personally, I think the compromising approach is the one that I often use. I find that discovering a middle ground where no one wins or loses and both parties can “agree to disagree” is most effective. Another benefit is that it is not time consuming. “Compromise can help resolve disputes quickly, which is important when a protracted disagreement could potentially derail a time-sensitive project or when there is the need to keep a simmering conflict from escalating (Joseph, n.d.).” It doesn’t waste time and helps all people involved not lose sight of the project at hand. In addition this demonstrates that all involved have a common end goal and they are all there for a mutual purpose. Also, since there isn’t a clear winner and both sides are required to make sacrifices, it is fair to everyone.
My communication strategy is to be as objective and understanding as possible. It is important to be considerate of both sides and to develop resolution that all will be satisfied with. Feedback is going to be a crucial element in a communication strategy regarding conflict. This also needs to be done after the conflict has been resolved to ensure that both sides are comfortable and that the solution is successful.

Hynes, G. (2011). Managerial Communication: Strategies and Applications (5th ed.). New York: McGraw-Hill.
Joseph, C. (n.d.). Strengths of Compromise As a Conflict Resolution | Retrieved from
Discussion Response 4
Strategies for Conflict Resolution
My personal approach to resolving conflict definitely resembles the compromising strategy. Compromising is a strategy where both parties’ come out perceiving themselves as winners (Hynes, 2011, pg. 231). I work in project management on construction projects where I am essentially the go between for the engineering department (who does the design) and the construction department (who actually builds it). My compromising skills come in handy when something that designs well on paper doesn’t necessary translate into something that is constructible. It is important to keep the engineer happy and comfortable with potentially modifying their design to meet construction standards. Also, it is important to keep the construction side happy because they are most familiar with the actual construction. Compromise is the best way to handle the two teams because forcing engineering onto the construction team would just alienate them, avoiding would not get the project done in time, and accommodating doesn’t work because sometimes it’s just not possible to make everyone happy.
My communication strategy in conflict situations is mostly me sitting back and listening to both parties, understanding the non-negotiable parts of the situation for both parties, and trying to get a win-win result for both engineering and construction. I often facilitate meetings between engineering and construction and offer probing points to help achieve compromise. This communication strategy has worked well in the past and ends up resulting in a good working relationship between engineering and construction. With the success of numerous projects at my company, both parties know that they are there to support the same end result (a successful project) so they know that, eventually, a resolution will be found.

Hynes, G. (2011). Managerial communication: Strategies and applications. (5thed.). New York:
Discussion Response 5
Strategies for Conflict Resolution
Which of the five conflict resolution strategies best characterizes your personal approach to resolving conflict?
How does your approach to conflict resolution impact your communication strategy in conflict situations?
Incorporate illustrations from your professional experiences that reflect these concepts
Conflict resolution is a daily task of any manager. According to Hynes, “various conflict situations require different strategies, so effective communications requires that managers match the strategy to the situation” (2011, p. 230). During my military career, I have used every strategy in the textbook. From compromising to forcing and avoiding. My preferred strategy is the problem solving. According to Hynes, when using problem solving, “the parties direct their energies toward defeating the problem and not each other” (2011, p. 232). Working as a team can lead to a problem solving in a win-win strategy. Managers need to be open to discussion as well as the employees. The army uses the Army Problem Solving Process, a seven steps problem solving. The steps are identifying the problem, gather information, develop the criteria, generate possible solutions, analyze possible solutions, compare possible solutions, and make and implement a decision. Using these steps, I have been able to resolve most conflicts within my reach.

Hynes, G. (2011). Managerial Communication: Strategies and Applications (5th Ed.). Boston: McGraw-Hill/Irwin.

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