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In Conflict Resolution(2)

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In Conflict Resolution(2)

In Conflict Resolution(2)

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    • 1. Understanding and Resolving Conflict Mark Smallwood Brigham Young University
    • 2. Agenda
      • What is conflict?
      • What is conflict’s role in business?
      • Different views of conflict
      • Kinds of conflict
      • Stages of conflict resolution
      • Methods of conflict resolution
      • Group Exercise
      • Review
    • 3. What is Conflict?
      • A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
    • 4. A Few Questions
      • Is conflict bad for business?
      • What kind of conflict is seen in our business?
      • Does this conflict help or hurt our performance?
    • 5. Conflicts About Conflict’s Role
      • Different Views
        • Traditional View
        • Human Relations View
        • Interactionist View
    • 6. Different Views
      • Traditional View
        • Conflict is bad!
        • Same as violence, destruction, irrationality
    • 7. Different Views
      • Human Relations View
        • It’s going to happen, so cope with it!
    • 8. Different Views
      • Interactionist View
        • Functional conflict is good for business and even encouraged
        • Functional vs. dysfunctional conflict
    • 9. Kinds of Conflict
      • Task Conflict
        • Low to moderate levels can be acceptable
      • Process Conflict
        • Low levels can be acceptable
      • Relationship Conflict
        • Almost always dysfunctional
    • 10. The Conflict Process
      • Four Stages
        • Potential opposition
        • Cognition and personalization
        • Behavior
        • Outcomes
    • 11. The Conflict Process
      • Stage 1
        • Potential Opposition
          • Factors are present that can lead to conflict
            • Communication
            • Structure
            • Personal Variables
    • 12. The Conflict Process
      • Stage 2
        • Cognition and Personalization
          • Awareness of conditions in stage 1
          • The conditions cause some sort of frustration
    • 13. The Conflict Process
      • Stage 3
        • Behavior
          • An action is done that frustrates another person’s interests
          • The conflict becomes known to the differing parties and to others
    • 14.  
    • 15. The Conflict Process
      • Stage 4
        • Outcomes
          • Functional Outcomes
          • Dysfunctional Outcomes
    • 16. Conflict Resolution
      • Even in the interactionist view of conflict, conflict can become dysfunctional.
      • At this point, someone may need to step in and help resolve the conflict.
    • 17. Methods for Resolving Conflict
      • Passive conflict resolution
      • Win-win
      • Structured problem solving
      • Confronting conflict
      • Choosing a winner
      • Selecting a better alternative
      • Preventing Conflict
    • 18. Methods for Resolving Conflict
      • Passive conflict resolution
        • Just ignore the conflict
      • Win-win
        • Satisfy both side’s needs
    • 19. Methods for Resolving Conflict
      • Structured problem solving
        • Gather data about the problem
        • Have a third party observer analyze the data and make an argument for one side
        • Mediation
      • Confronting conflict
        • Listen the problem and help the parties resolve it
    • 20. Methods for Resolving Conflict
      • Choosing a winner
        • Choose the winner, then deal with the negative feelings between the two parties
      • Selecting a better alternative
        • Choose an idea neither of the parties considered
    • 21. Methods for Resolving Conflict
      • Preventing conflict
        • “ Skilled leaders use different techniques to create an environment that is relatively free of conflict…” (Foster)
    • 22. Shea & Gould Law Firm
      • “ At its peak, the firm had 350 lawyers and played a leading role in New York politics, banking, real estate and sports”
      • Closed its doors after not being able to resolve a conflict about the firms future
    • 23. Let’s Try These Out!
      • Split up in groups of three people
      • Choose a conflict that could be faced in this organization
      • Discuss how it would be handled using each of the methods listed previously
    • 24. Let’s Try These Out!
      • Describe your conflict
      • What method would be best for handling your chosen situation?
      • Would that method be best for all situations in this organization?
      • What does everyone else think?
    • 25. Summary
      • Conflict can be good for a business
      • When it isn’t good, the conflict must be resolved
      • Different methods exist to resolve conflict
      • No one method is best for any conflict
    • 26. Bibliography
      • Bacal, Robert. “Organizational Conflict - The Good, The Bad & The Ugly.” http://conflict911.com/conflictarticles/orgconflict.htm.
      • Foster, S. Thomas. Managing Quality: An Integrative Approach . 2 nd ed., Pearson Education, Inc., 2004. pp. 325-329.
      • Geyelin, Milo,  Felsenthal, Edward. “Irreconcilable differences force Shea & Gould closure”. Wall Street Journal. (Eastern edition). New York, N.Y.: Jan 31, 1994. pg. B1.
      • Robbins, Steven P. Essentials of Organizational Behavior. 8 th ed., Pearson Education, Inc., 2005. pp. 193-201.
      • Thomas, K.W. “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough, Handbook of Industrial and Organizational Psychology , 2 nd ed., vol. 3, pp. 651-717.
      • Thomas, K.W., and R.H. Kilmann. Thomas-Kilmann Conflict Mode Instrument. Sterling Forest, NY: Xicom, Inc., 1974.

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