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Chapt13 ideas


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Chapt13 ideas

  1. 1. Conflict <ul><li>Conflict One party perceives its interests are being opposed or set back by another party </li></ul><ul><li>Is conflict always bad? </li></ul><ul><li>During a conflict, if someone used the term “war” vs. “opportunity”, how would it make you feel? </li></ul>
  2. 2. Functional vs. Dysfunctional Conflict <ul><li>Functional Conflict serves organization’s interests </li></ul><ul><li>Typically issue-focused </li></ul><ul><li>Stimulates creativity </li></ul><ul><li>Dysfunctional Conflict threatens organization’s interests </li></ul><ul><li>Typically person-focused </li></ul><ul><li>Breeds hostility </li></ul><ul><li>Stifle communication </li></ul>
  3. 3. Causes of Conflicts <ul><li>Incompatible personalities or value systems </li></ul><ul><li>Role ambiguity/ overload </li></ul><ul><li>Interdependent tasks </li></ul><ul><li>Competition for limited resources </li></ul>
  4. 4. Desired Conflict Outcomes <ul><li>Agreement: strive for equitable and fair agreements that last </li></ul><ul><li>Stronger Relationships: build bridges of goodwill and trust for the future </li></ul><ul><li>Learning: greater self-awareness and creative problem solving </li></ul>
  5. 5. Tips for Managers Whose Employees are Having a Personality Conflict <ul><li>All employees need to be familiar with and follow company policies for diversity, anti-discrimination, and sexual harassment </li></ul><ul><li>Investigate and document conflict </li></ul><ul><li>If appropriate, take corrective action </li></ul><ul><li>If necessary, attempt informal dispute resolution </li></ul><ul><li>Refer difficult conflict to human resource specialists or hired counselors for formal resolution attempts and other interventions </li></ul>Table 13-1
  6. 6. Minimizing Intergroup Conflict <ul><li>Conflict within the group is high </li></ul><ul><li>There are negative interactions between groups </li></ul><ul><li>Influential third-party gossip about other group is negative </li></ul><ul><li>Work to eliminate specific negative interactions between groups </li></ul><ul><li>Conduct team building to reduce intra group conflict and prepare employees for cross-functional teamwork </li></ul><ul><li>Encourage personal friendships and good working relationships across groups and departments </li></ul><ul><li>Foster positive attitudes toward members of other groups </li></ul><ul><li>Avoid or neutralize negative gossip across groups or departments </li></ul>Recommended actions: Level of perceived intergroup conflict tends to increase when: Figure 13-2
  7. 7. Ways to Build Cross-Cultural Relationships Table 13-2 8 Nurture others (develop and mentor) 7 Avoid conflict by emphasizing harmony 6 Be compassionate and understanding 5 Build rapport through conversations 4 Compromise rather than dominate 3 Advocate inclusive (participative) leadership 2 Be cooperative rather than overly competitive 2 Be sensitive to the needs of others 1 Be a good listener Rank Behavior Tie
  8. 8. Stimulating Functional Conflict <ul><li>Devil’s Advocacy Approach </li></ul><ul><ul><li>Action proposed </li></ul></ul><ul><ul><li>Devil’s advocate criticizes it </li></ul></ul><ul><ul><li>Both sides presented to decision makers </li></ul></ul><ul><ul><li>Decision is made and monitored </li></ul></ul><ul><li>Dialectic Decision Method </li></ul><ul><ul><li>Action proposed </li></ul></ul><ul><ul><li>Assumptions identified </li></ul></ul><ul><ul><li>Counterproposal generated on different assumptions </li></ul></ul><ul><ul><li>Debate takes place </li></ul></ul><ul><ul><li>Decision is made and monitored </li></ul></ul>
  9. 9. Five Conflict-Handling Styles Integrating Obliging Dominating Avoiding Compromising High Low High Low Concern for Others Concern for Self
  10. 10. Third-Party Intervention Options for Handling Conflict <ul><li>Reroute complaints by coaching the sender to find ways to constructively bring up the matter with the receiver. Do not carry messages for the sender </li></ul><ul><li>Facilitate a meeting with the sender and receiver to coach them to speak directly and constructively with each other </li></ul><ul><li>Transmit verbatim messages with the sender’s name included and coach the receiver on constructive ways to discuss the message with the sender </li></ul>Figure 13-5 These options are considered less political; low risk of dysfunctional conflict
  11. 11. Third-Party Intervention Options for Handling Conflict <ul><li>Carry the message verbatim but protect the sender’s name </li></ul><ul><li>Soften the message to protect the sender </li></ul><ul><li>Add your spin to the message to protect the sender </li></ul><ul><li>Do nothing. The participants will triangle in someone else </li></ul><ul><li>Do nothing and spread the gossip. You will triangle in others </li></ul>Figure 13-5 These options are considered more political; high risk of dysfunctional conflict
  12. 12. Alternative Dispute Resolution (ADR)Techniques <ul><li>Alternative Dispute Resolution (ADR) avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration </li></ul><ul><li>Mediation </li></ul><ul><ul><li>Neutral third party guides parties to make a mutually acceptable solution </li></ul></ul><ul><li>Arbitration </li></ul><ul><ul><li>Parties agree to accept the decision of the neutral arbitrator </li></ul></ul>
  13. 13. Negotiation <ul><li>Negotiation give-and-take process between conflicting interdependent parties </li></ul><ul><li>Distributive negotiation: Single issue; fixed-pie; win-lose. </li></ul><ul><li>Integrative negotiation: More than one issue; “broadening the pie”; win-win. </li></ul>
  14. 14. An Integrative Approach: Added-Value Negotiation Step 5: Perfect the deal Separately Figure 13-6 <ul><li>Analyze deal packages proposed by other </li></ul><ul><li>party </li></ul>Step 4: Select a deal <ul><li>Mix and match elements of value in various </li></ul><ul><li>workable combinations </li></ul><ul><li>Think in terms of multiple deals </li></ul>Step 3: Design alternative deal packages <ul><li>Identify elements of value </li></ul>Step 2: Identify options <ul><li>identify tangible and intangible needs </li></ul>Step 1: Clarify interests
  15. 15. An Integrative Approach: Added-Value Negotiation Step 3: Design alternative deal packages Jointly Figure 13-6 <ul><li>Discuss and select from feasible deal packages </li></ul><ul><li>Think in terms of creative agreement </li></ul>Step 4: Select a deal <ul><li>Create a marketplace of value by discussing </li></ul><ul><li>respective elements of value </li></ul>Step 2: Identify options <ul><li>Discuss respective needs </li></ul><ul><li>Find common ground for negotiation </li></ul>Step 1: Clarify interests Step 5: Perfect the deal <ul><li>Discuss unresolved issues </li></ul><ul><li>Develop written agreement </li></ul><ul><li>Build relationships for future negotiations </li></ul>