| Course | PSYC 644 Organizational Ethics (PSYC644) |
|---|---|
| Module/Week | 3 |
| Assignment | PowerPoint Presentation |
| Paper type | Narrated training presentation, fourteen content slides with narration script, cover and reference slides |
| Length | about 1,083 words, 4 double-spaced pages plus title page and references. Course guide: per the course guide, a professional 12 to 15 slide narrated PowerPoint, not counting cover and reference slides, preparing an employee training session on organizational relationships, communication, conflict management and negotiation, with an audio component and at least 3 sources including the text in current APA format |
| Format | APA 7 student paper |
| Points | 200 |
| School | Liberty University Online |
| Program | MS in Industrial/Organizational Psychology |
| Where it sits | Module/Week 3 in Liberty's published PSYC 644 course guide; current sections can differ |
| Updated | October 2026 |
Free sample paper for PSYC 644 Week 3
PowerPoint Presentation: Working Relationships, Communication, Conflict and Negotiation, a Narrated Training Session for Employees
[Student Name]
School of Behavioral Sciences, Liberty University
PSYC 644: Organizational Ethics
PowerPoint Presentation (narrated training session)
[Instructor Name]
[Date]
The training audience, the company and the scenarios are composites; the textbook, Scripture, the book and the journal articles are real and described from their published sources; the narration a student would record is written out as speaker notes; the requirements follow Liberty's public course guide for PSYC 644.
PowerPoint Presentation: Working Relationships, Communication, Conflict and Negotiation, a Narrated Training Session for Employees
Slide 1: Working Together Well
- Relationships, communication, conflict and negotiation
- Employee training session for a regional electric cooperative
- About 45 minutes
Speaker notes: Welcome. Over the next forty-five minutes, we will look at four skills that shape almost every workday: building working relationships, communicating clearly, handling conflict and negotiating fairly. You will leave with a few practical tools you can use on your next shift.
Slide 2: A Familiar Story
- A dispatcher and a line crew supervisor disagree about overtime
- Emails turn sharp, then stop
- A storm hits, and they need each other
Speaker notes: Picture this. A dispatcher and a crew supervisor disagreed about who decides weekend overtime. Their emails grew sharper, and eventually they stopped talking except when they had to. Then an ice storm knocked out power to three counties, and they needed to coordinate every hour. We will come back to them throughout the session.
Slide 3: Why Relationships Matter
- Work gets done through relationships
- Trust makes coordination faster
- Ethics lives in everyday interactions
Speaker notes: Johnson (2019) reminds us that ethics is not only about big decisions; it shows up in how we treat each other in ordinary interactions. Teams that trust one another share information faster and recover from mistakes more easily. In a storm, that trust can be the difference between a two-day outage and a four-day one.
Slide 4: Communication That Builds Trust
- Listen to understand before responding
- Describe behavior, not character
- Follow up in person, not only by email
Speaker notes: Three habits help. Listen to understand before you respond. Describe what someone did, not what kind of person you think they are. And when something matters, talk in person or by phone; email strips away tone and makes disagreements easier to escalate.
Slide 5: Making It Safe to Speak Up
- Psychological safety: believing you can speak up without punishment
- Teams with it learn faster and perform better (Edmondson, 1999)
- Leaders set the tone by inviting input
Speaker notes: Edmondson (1999) surveyed and observed 51 teams inside one manufacturer. Where members trusted that admitting a slip or asking a basic question carried no penalty, the team spent more time questioning, reviewing and trying new approaches, and those habits explained much of its better performance. When people feel safe, problems surface early. When they do not, small problems become outages.
Slide 6: Two Kinds of Conflict
- Task conflict: disagreement about the work
- Relationship conflict: personal friction and tension
- They feel different and have different effects
Speaker notes: Not all conflict is the same. Task conflict concerns the job: how crews should be scheduled or which outage to restore first. Relationship conflict is personal: irritation, tension and dislike. Our dispatcher and supervisor started with a task conflict about overtime, but it turned into a relationship conflict.
Slide 7: What the Research Shows
- Relationship conflict harms performance and satisfaction
- Task conflict is not automatically helpful
- It helps when it stays separate from personal friction
Speaker notes: De Dreu and Weingart (2003) combined decades of team studies, and in their data neither form of conflict was good news: both tracked with poorer output and unhappier members. A larger synthesis (de Wit et al., 2012) confirmed the damage done by personal friction but found task conflict to be a mixed picture: it sometimes helped, chiefly when it stayed apart from personal friction and when teams faced complex judgment calls. So the practical goal is easy to state and hard to do: argue about the schedule without starting to resent the scheduler.
Slide 8: Keeping Conflict on the Task
- Name the shared goal first
- Separate the issue from the person
- Disagree with ideas, not people
Speaker notes: Start difficult conversations by naming what you both want, such as restoring power safely and quickly. Talk about the issue, not the person. Phrases like "I see the schedule differently" keep the focus on the task, while "You always do this" turns it personal.
Slide 9: Going to the Person First
- Raise concerns directly and privately
- Bring others in only if needed
- Seek restoration, not victory
Speaker notes: Matthew 18:15 teaches that when someone wrongs us, we should go to that person privately first (English Standard Version Bible, 2001/2016). That principle works in any workplace. Our dispatcher could have called the supervisor instead of copying the manager on an angry email. Going directly respects the other person and gives the relationship a chance to recover.
Slide 10: Negotiation Basics
- Positions: what each side says it wants
- Interests: why they want it
- Solutions come from interests
Speaker notes: Fisher et al. (2011) distinguish positions from interests. A position is what someone demands; an interest is the reason behind it. The supervisor's position was "I decide overtime." His interest was making sure his crew was rested and fairly treated. The dispatcher's interest was having enough people available when outages hit.
Slide 11: Four Steps to a Fair Agreement
- Treat the person as a partner and the problem as the opponent
- Ask why, not only what
- Brainstorm several options before choosing
- Agree on fair standards
Speaker notes: These four principles from Fisher et al. (2011) guide fair negotiation. Treat the other person as a partner on a shared problem. Ask about interests. Generate several options before choosing one. And agree on fair standards, such as a rotation list or past outage data, rather than whoever argues hardest.
Slide 12: The Overtime Agreement
- Shared rotation list for weekend overtime
- Dispatcher can call in extra crews during declared emergencies
- Monthly check-in to review fairness
Speaker notes: When the two finally met, they found an agreement that served both interests. A shared rotation list kept overtime fair for the crew, the dispatcher gained authority to call extra crews during emergencies and they scheduled a monthly check-in. The storm response went smoothly because the relationship had been repaired first.
Slide 13: A Gentle Answer
- Tone shapes outcomes
- Calm responses lower defensiveness
- Pause before replying to a tense message
Speaker notes: Proverbs 15:1 sets a gentle reply, which cools anger, against a harsh one, which inflames it (English Standard Version Bible, 2001/2016). In conflict and negotiation alike, the way we speak often decides whether the other person can hear what we are saying. Before replying to a tense email, wait, reread it and consider calling instead.
Slide 14: Your Commitments
- One relationship to invest in this month
- One concern to raise directly
- One negotiation to prepare using interests
Speaker notes: Please take a moment to write down three commitments: a working relationship you will invest in, a concern you will raise directly with the person involved and an upcoming negotiation you will prepare for by listing both sides' interests. Thank you for your time and attention today.
Slide 15: References
- Johnson (2019); Edmondson (1999); De Dreu and Weingart (2003)
- Later synthesis (de Wit et al., 2012); negotiation (Fisher et al., 2011)
- English Standard Version Bible (2001/2016)
Speaker notes: These are the sources used in this session. Full references appear in APA format on this slide.
References
De Dreu, C. K. W., & Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88(4), 741-749. https://doi.org/10.1037/0021-9010.88.4.741
de Wit, F. R. C., Greer, L. L., & Jehn, K. A. (2012). The paradox of intragroup conflict: A meta-analysis. Journal of Applied Psychology, 97(2), 360-390. https://doi.org/10.1037/a0024844
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383. https://doi.org/10.2307/2666999
English Standard Version Bible. (2016). Crossway. (Original work published 2001)
Fisher, R., Ury, W., & Patton, B. (2011). Getting to yes: Negotiating agreement without giving in (3rd ed.). Penguin Books.
Johnson, C. E. (2019). Organizational ethics: A practical approach (4th ed.). SAGE.
What the PSYC 644 Week 3 instructions ask
No PSYC 644 assignment carries more weight than this 200-point presentation, submitted in Module/Week 3 after chapters 5 and 6 of Johnson and two presentations. The guide frames it as preparation for a real training session: a professional deck of 12 to 15 slides, not counting the cover and reference slides, delivered to employees on four connected topics, organizational relationships, communication, conflict management and negotiation. The presentation must be narrated, so an audio component is required, and at least three sources, the Johnson text among them, must be cited in current APA format. Since employees, not the instructor, are the imagined audience, every slide should teach a usable skill.
How this PSYC 644 Week 3 example is built
After a cover slide, the deck opens with a scenario familiar to the composite utility's field and office staff, a scheduling dispute that has turned personal, and sets the session's goals. Three slides address relationships and communication, including psychological safety from Edmondson's field study. Four slides cover conflict, separating task from relationship conflict and reporting what two meta-analyses found about each. Four slides teach interest-based negotiation through a worked example. Two slides bring in Matthew 18:15 and Proverbs 15:1 and close with commitments participants can make. The narration for each slide is written as speaker notes in plain spoken language, and a reference slide lists the sources.
PSYC 644 Week 3 grading rubric: where the points go
Graders evaluate the presentation on accurate, practical coverage of all four required topics, on professional design within 12 to 15 content slides, on the quality of the narration and on the use of at least three sources, including Johnson, in current APA format. Accuracy means presenting research correctly, such as the different effects of task and relationship conflict, rather than repeating the common claim that all conflict is healthy. Practicality means employees leave with skills they can use, such as a way to raise a concern or prepare for a negotiation. Good narration explains and adds rather than reciting the bullets, and biblical principles should be applied to workplace behavior in ways employees of any background could respect.
PSYC 644 Week 3 help: mistakes that cost points
Write the narration first and build the slides around it; decks designed the other way often end up with crowded slides and a narrator reading them aloud. Give each of the four required topics its own section so none is shortchanged. Use one running scenario to connect the topics, which helps employees see how relationships, communication, conflict and negotiation interact. Keep each slide to one idea with short bullets, and record narration in a quiet room at a steady pace. Count only content slides toward the 12 to 15. Put each citation on the slide that uses the source and again on the reference slide, and test the audio on a second device before submitting.
Related PSYC 644 sample papers
Other PSYC 644 weeks
- PSYC 644 Week 1: Forum 1: Bad Apples or Bad Barrels?
- PSYC 644 Week 2: Forum 2: The Slippery Slope at Work
- PSYC 644 Week 5: Forum 3: Trickle-Down Ethics
- PSYC 644 Week 6: Reflection: Courageous Followership
- PSYC 644 Week 7: Forum 4: Speaking Up and Retaliation
- PSYC 644 Week 8: Essay: Citizenship Freely Given
More MS in Industrial/Organizational Psychology sample papers
PSYC 644 Week 3 questions, answered
What is the PSYC 644 PowerPoint Presentation?
The 200-point Module/Week 3 assignment: a narrated deck of 12 to 15 slides, plus cover and references, preparing an employee training session on relationships, communication, conflict management and negotiation.
Where can I find a free PSYC 644 Week 3 sample paper?
The full PSYC 644 Week 3 narrated training presentation on working relationships, communication, conflict and negotiation, with the narration written out, is on this page.
Is conflict good for teams?
Meta-analyses show that relationship conflict generally harms team performance, while task conflict can help in some conditions, such as when it stays separate from personal friction.
What is interest-based negotiation?
A method made famous by Fisher and Ury: treat the other side as a partner, dig beneath stated positions to the interests behind them and build options that satisfy both.
Does the PSYC 644 presentation need narration?
Yes; the guide requires an audio component, so the student records narration for each slide, and the slide count of 12 to 15 excludes the cover and reference slides.
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