The document provides an overview of conflict resolution training for supervisors. It discusses causes of workplace conflict, importance of resolving conflict, methods for resolving conflict such as competing, collaborating, compromising, avoiding and accommodating. It also outlines the six steps in the conflict resolution process, which are to clarify the disagreement, establish a common goal, discuss ways to meet the goal, determine barriers, agree on a resolution, and acknowledge responsibilities in the resolution. The training is intended to help supervisors recognize causes of conflict, facilitate resolution, and manage relationships after conflict is resolved.
The document discusses the process of selecting employees for a position. It begins with establishing job requirements and placing ads. Human resources reviews resumes to identify qualified candidates, who may then do telephone screenings. Shortlisted candidates are interviewed in-person by various personnel. Feedback is collected and the hiring manager selects a candidate based on qualifications and fit. Testing can also be involved before making a final offer. The goal is to match candidates' backgrounds to requirements through multiple steps.
The document discusses the nature of conflict, including the types and levels of conflict that can occur within organizations. It describes the conflict process and impact of conflict. The document also examines approaches to managing conflict, including various resolution strategies, and the role of leadership in dealing with conflict.
This document discusses conflict and negotiations in organizations. It defines conflict as differences between individuals, groups, or a person and group. Conflict can be functional when it improves performance, or dysfunctional when it hinders goals. The sources of organizational conflict include scarce resources, differences in goals/values, and ambiguities. When managing conflict, approaches include competing, accommodating, collaborating, avoiding, and compromising. Negotiations involve parties attempting to reach agreement despite some level of disagreement. Negotiation strategies can be win-lose or win-win. Third parties like mediators or arbitrators can assist in resolving conflicts.
The document discusses conflict, its causes and types, how it occurs within and between individuals and groups. It also examines approaches for managing conflict, including both direct and indirect methods, as well as the negotiation process for resolving disputes between two or more parties with opposing interests or preferences. The goal of effective conflict management and negotiation is to find solutions that satisfy everyone's needs and allow individuals or groups to maintain or improve their working relationships.
The document describes chapter 14 of a textbook on organizational change and conflict management. It covers types of organizational change, individual reactions to change, reasons for employee resistance to change, strategies for overcoming resistance, approaches to planned change through organization development and grassroots efforts, and techniques for managing conflict. The key topics are anticipatory, reactive, incremental and strategic types of organizational change; the unfreezing-change-refreezing model of planned change; and competitive versus cooperative approaches to conflict.
This document discusses managing project conflict. It defines conflict and identifies sources of conflict such as personality, structural issues, and project schedules and priorities. The document outlines different conflict handling styles including avoiding, compromising, competing, accommodating, and collaborating. It also discusses addressing grievances and managing stress, noting the importance of listening, discussing issues, and planning in conflict resolution. The goal is to develop skills to effectively manage conflicts that inevitably arise during projects.
The document discusses the process of selecting employees for a position. It begins with establishing job requirements and placing ads. Human resources reviews resumes to identify qualified candidates, who may then do telephone screenings. Shortlisted candidates are interviewed in-person by various personnel. Feedback is collected and the hiring manager selects a candidate based on qualifications and fit. Testing can also be involved before making a final offer. The goal is to match candidates' backgrounds to requirements through multiple steps.
The document discusses the nature of conflict, including the types and levels of conflict that can occur within organizations. It describes the conflict process and impact of conflict. The document also examines approaches to managing conflict, including various resolution strategies, and the role of leadership in dealing with conflict.
This document discusses conflict and negotiations in organizations. It defines conflict as differences between individuals, groups, or a person and group. Conflict can be functional when it improves performance, or dysfunctional when it hinders goals. The sources of organizational conflict include scarce resources, differences in goals/values, and ambiguities. When managing conflict, approaches include competing, accommodating, collaborating, avoiding, and compromising. Negotiations involve parties attempting to reach agreement despite some level of disagreement. Negotiation strategies can be win-lose or win-win. Third parties like mediators or arbitrators can assist in resolving conflicts.
The document discusses conflict, its causes and types, how it occurs within and between individuals and groups. It also examines approaches for managing conflict, including both direct and indirect methods, as well as the negotiation process for resolving disputes between two or more parties with opposing interests or preferences. The goal of effective conflict management and negotiation is to find solutions that satisfy everyone's needs and allow individuals or groups to maintain or improve their working relationships.
The document describes chapter 14 of a textbook on organizational change and conflict management. It covers types of organizational change, individual reactions to change, reasons for employee resistance to change, strategies for overcoming resistance, approaches to planned change through organization development and grassroots efforts, and techniques for managing conflict. The key topics are anticipatory, reactive, incremental and strategic types of organizational change; the unfreezing-change-refreezing model of planned change; and competitive versus cooperative approaches to conflict.
This document discusses managing project conflict. It defines conflict and identifies sources of conflict such as personality, structural issues, and project schedules and priorities. The document outlines different conflict handling styles including avoiding, compromising, competing, accommodating, and collaborating. It also discusses addressing grievances and managing stress, noting the importance of listening, discussing issues, and planning in conflict resolution. The goal is to develop skills to effectively manage conflicts that inevitably arise during projects.
The document discusses how the author attracted and addressed their intended audience for their magazine "AMPED!". They used an eye-catching masthead with a rock star font and red coloring. Photos and text were also used strategically with colors and sizing to draw attention. The interview with the band Foreign Ground and casual photos of the band related to a younger audience. The author aimed to present information of interest to their target age range.
A media institution like Bauer Media Group would be well-suited to distribute the author's proposed rock music magazine, AMPED!. Bauer Media is Europe's largest privately owned publishing group, with brands in 15 countries across radio, TV, and online. As the long-time publisher of rock magazines like Kerrang, Bauer has extensive experience and knowledge of the rock music genre and how to target audiences ages 16-25. Their expertise in successfully launching and expanding similar magazines makes them a strong candidate to distribute AMPED! to its intended audience.
The document provides an overview of conflict resolution training for supervisors. It discusses causes of workplace conflict, importance of resolving conflict, methods for resolving conflict such as competing, collaborating, compromising, avoiding and accommodating. It also outlines the six steps in the conflict resolution process, which are to clarify the disagreement, establish a common goal, discuss ways to meet the goal, determine barriers, agree on a resolution, and acknowledge responsibilities in the resolution. The training is intended to help supervisors recognize causes of conflict, facilitate resolution, and manage relationships after conflict is resolved.
Miley Cyrus released the song and music video "We Can't Stop" to represent her transition from her former squeaky clean image as Hannah Montana to a new edgier persona. The video depicts a wild house party with drinking, drug references, and risqué dancing and costumes to symbolize Miley fully embracing her new identity and independence from her past Disney image. It aims to go viral among younger audiences and was directed by Diane Martel using actors to portray the various party attendees described in the song.
The document provides information on various utility company brand marketing campaigns in Pennsylvania and New Jersey, including summaries of campaign objectives, key messaging, media placement and spend levels. Several utility companies like Duquesne Light, PECO and PPL Electric Utilities focused their campaigns on promoting energy efficiency programs and rebates to help customers save money. PSE&G's campaign in New Jersey emphasized preparing for and protecting homes against winter weather.
Substance abuse in the workplace ppt (sflpp version)oliviaenny
This document outlines a state loss prevention program on substance abuse in the workplace. It discusses the scope and costs of substance abuse, how alcohol and drugs impair job performance, and how to recognize substance abuse problems. It also covers company policies on substance abuse, including prohibiting drug and alcohol possession and being under the influence at work. The document encourages understanding substance abuse risks, getting help for problems, and addressing issues promptly to maintain workplace safety and productivity.
This document provides guidance for supervisors on resolving workplace conflict. It discusses the causes of conflict, importance of resolving conflict, methods for resolving conflict such as competing, collaborating and compromising. It also outlines the steps in the conflict resolution process which includes clarifying the disagreement, establishing a common goal, discussing ways to meet the goal, determining barriers, agreeing on a solution and responsibilities. The overall aim is to equip supervisors with skills to manage conflict and improve work relationships.
Conflict is inevitable in project environments due to scarce resources, scheduling priorities, and personal work styles. There are five techniques for resolving conflict: withdraw/avoid, smooth/accommodate, compromise/reconcile, force/direct, and collaborate/problem solve. The success of project managers depends on their ability to resolve conflicts using the appropriate technique based on factors like the importance and intensity of the conflict, time pressures, relative power of those involved, and the importance of relationships. Project managers should address conflicts early, usually privately, and use a direct yet collaborative approach to facilitate satisfactory resolution.
This document provides an overview of conflict management training. It discusses the meaning of conflict management, the 5 main conflict management strategies (accommodating, avoiding, collaborating, compromising, competing), and provides examples of each. It also outlines 5 steps to resolving conflicts in the workplace: 1) identify the source, 2) look beyond the incident, 3) request solutions, 4) identify solutions both sides can support, and 5) reach an agreement. Finally, it discusses some common reasons for conflicts in the workplace such as poor relationship skills, poor training, inadequate information, management style, and trouble dealing with change.
The document discusses conflict and conflict management. It defines conflict as a disagreement between interdependent people that involves opposing views or goals. Conflict management is defined as acquiring skills to decrease non-productive escalation of conflicts, including conflict resolution, self-awareness of conflict modes, communication skills, and establishing structures for managing conflict. The document outlines objectives like explaining functional vs dysfunctional conflict, levels and types of conflict, conflict management models and styles, and tips for resolving workplace conflicts. It provides details on topics like causes of conflict, symptoms, stages of unproductive conflict patterns, and defining functional and dysfunctional conflict.
This document discusses resolving conflicts in the workplace. It identifies two main sources of conflicts: personality clashes and issues with work structure. The objectives are to distinguish these conflict sources, understand the positive and negative impacts of conflicts, and establish a cooperative process for resolving conflicts when they arise. Key points are that conflicts should not be avoided but rather addressed head-on through open communication and cooperation between conflicting parties to find a mutually agreeable solution.
TMA World Viewpoint 37: How To Resolve Conflict In The WorkplaceTMA World
Unresolved conflict in the workplace represents a large but unrecognized cost for many businesses. It can account for up to 90% of involuntary employee departures and up to 30% of a manager's time. This document provides strategies for effectively resolving workplace conflicts, including diagnosing the problem, strategizing using different conflict management styles like competing, collaborating, compromising, and avoiding, and then solving the conflict through assertive communication and problem solving. The goal is to view conflicts as opportunities rather than problems and deal with them in a way that satisfies all parties involved.
Conflict resolution training for supervisorsKevin Thomas
This training focuses on resolving workplace conflict and provides supervisors with practical techniques. It discusses causes of conflict such as different perspectives and unmet expectations between employees. The presentation emphasizes that conflict is inevitable but can be addressed constructively. It identifies five methods of resolving conflict: competing, collaborating, compromising, avoiding, and accommodating. Further, a six-step process is outlined that involves clarifying issues, establishing shared goals, discussing solutions, addressing barriers, agreeing on resolutions, and defining responsibilities. The presentation aims to equip supervisors with skills for managing conflict and improving work relationships.
This document provides an overview of conflict management in organizations. It discusses the causes, types, levels, and process of conflict as well as steps for managing conflicts. Some key points include:
- Conflicts can be constructive or destructive depending on how they are handled. They can stimulate change but also reduce cooperation if escalated.
- There are various types and levels of conflict including interpersonal, intragroup, and interorganizational. Conflicts also have functional and dysfunctional impacts.
- The conflict process involves 5 stages: potential opposition, cognition/personalization, intentions, behaviors, and outcomes.
- Steps to manage conflicts positively include anticipating issues, preventing conflicts, identifying the type, managing emotions
This document provides information on conflict resolution in the workplace. It discusses causes of workplace conflict such as personality clashes and disagreements. It states that conflict is inevitable due to differing views and expectations but does not always have to be negative. The document describes healthy conflict that generates new ideas versus damaging conflict involving personal attacks. It emphasizes that unresolved conflict can harm productivity, morale and legal risks. Methods for resolving conflict include competing, collaborating, compromising, avoiding and accommodating. The conflict resolution process involves clarifying the disagreement, establishing a common goal, discussing solutions, addressing barriers and agreeing on responsibilities.
The document discusses various topics related to conflict management. It defines conflict and describes its sources and components. It outlines consequences of conflict, both good and bad. Conflict handling styles like avoiding, compromising, competing, accommodating, and collaborating are presented. The document also discusses responding to grievances, nature of stress, and strategies for managing stress at the organizational and individual level. Managing conflict, addressing grievances, and reducing stress are important for team and project success.
CHAPTER 16Handle Conflict, Negotiation, and Decision MakingDEstelaJeffery653
CHAPTER 16
Handle Conflict, Negotiation, and Decision Making
Don't neglect the power of “yes”
LEARNING OBJECTIVES
At the end of this chapter you will be able to:
· Understand what conflict is, why it is occurring and how to manage it.
· Describe methods for effective negotiations.
· List tools that will help you make more effective and less biased decisions.
WHAT'S INSIDE?
· Be a Critical Thinker: Dealing with Deception at the Bargaining Table
· Bringing OB to Life: Intuition and US Airway Flight 1549
· Checking Ethics in OB: Is a Two-Tiered Wage System Ever Justified?
· OB in the Office: What to Do When Face-to-Face Negotiations Are Not Possible: Tips for Negotiating via Email
· OB in the Office: Sooner or Later You'll Know How to Negotiate a Better Raise
· Research Insights: Analytical and Intuitive Decisions: When to Trust Your Gut
· Worth Considering or Best Avoided? Labor and Management Sides Disagree. Is a Strike the Answer?
You are at work and you hear your colleagues disagreeing with each other loudly. Their voices can be heard throughout the office, and you notice people popping their heads up to see what's going on. You are in charge of the team, and you know that your organization prides itself on having a collegial culture. What do you do?
For many people, the answer is clear: Conflict is bad—we need to get rid of it. Conflict makes people uncomfortable and harms our ability to work together, so managers need to step in and resolve differences. Is this always true? Couldn't it be that conflict can also play a positive role in the workplace?
In this chapter, we show that conflict can be good when it surfaces important issues that need to be discussed. The key to managing it is knowing how to determine what kind of conflict is occurring and then using it to generate better decisions. This requires developing skills in areas that are becoming increasingly important in today's workplace: conflict, negotiation, and decision making.
16.1 Manage Conflict
LEARNING OBJECTIVES
Understand what conflict is, why it occurs, and how we can manage it more effectively.
· Define what conflict is and why it occurs.
· Understand conflict management strategies.
· Guard against common conflict management pitfalls.
Why Do We Have Conflict?
Conflict occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.1 Team leaders and members can spend considerable time dealing with conflicts. Sometimes they are direct participants, and other times they act as mediators or neutral third parties to help resolve conflicts between other people.2 Because conflict dynamics are inevitable in the workplace, we need to know how to handle them.3
Functional and Dysfunctional Conflict
Any type of conflict in teams and organizations can be upsetting both to the individuals directly involved and to others affected by its occurrence. As with the opening example, it can b ...
This document discusses conflict management and negotiation in projects. It identifies five main types of conflict that can occur: differences in project vision, lack of communication, disagreements, poor leadership, and group differences. It then describes five techniques for resolving conflicts: withdrawing, accommodating, compromising, forcing solutions, and collaborating through problem solving. The document also discusses negotiation occurring at different phases of a project between project managers, teams, customers, and stakeholders. It notes there are competitive and collaborative approaches to negotiation, and competitive approaches can damage relationships while collaborative is preferred. Proper planning can help mitigate risks in project negotiations.
Managing workplace conflicts involves three key steps: defining the conflict, dealing with the conflict through appropriate disciplinary actions if needed, and preventing future conflicts. Common types of conflicts include interpersonal issues due to differences in work styles, personalities, or leadership. Left unaddressed, conflicts can negatively impact productivity and team dynamics. Proper conflict management through open communication, training, and clear policies can create a positive work environment and reduce costs associated with turnover.
This document provides an overview of conflict resolution strategies and their benefits. It discusses what conflict is and provides examples of conflicts in the workplace. Two common resolution strategies are described in depth: avoiding conflict and collaborating. Avoiding aims to postpone conflict by not addressing issues, while collaborating involves all parties working together to find a joint solution. Resolving conflicts benefits work efficiency and relationships by promoting understanding between parties. The document also outlines what to do if a conflict cannot be resolved, such as involving a third party or accepting disagreement.
The document discusses how the author attracted and addressed their intended audience for their magazine "AMPED!". They used an eye-catching masthead with a rock star font and red coloring. Photos and text were also used strategically with colors and sizing to draw attention. The interview with the band Foreign Ground and casual photos of the band related to a younger audience. The author aimed to present information of interest to their target age range.
A media institution like Bauer Media Group would be well-suited to distribute the author's proposed rock music magazine, AMPED!. Bauer Media is Europe's largest privately owned publishing group, with brands in 15 countries across radio, TV, and online. As the long-time publisher of rock magazines like Kerrang, Bauer has extensive experience and knowledge of the rock music genre and how to target audiences ages 16-25. Their expertise in successfully launching and expanding similar magazines makes them a strong candidate to distribute AMPED! to its intended audience.
The document provides an overview of conflict resolution training for supervisors. It discusses causes of workplace conflict, importance of resolving conflict, methods for resolving conflict such as competing, collaborating, compromising, avoiding and accommodating. It also outlines the six steps in the conflict resolution process, which are to clarify the disagreement, establish a common goal, discuss ways to meet the goal, determine barriers, agree on a resolution, and acknowledge responsibilities in the resolution. The training is intended to help supervisors recognize causes of conflict, facilitate resolution, and manage relationships after conflict is resolved.
Miley Cyrus released the song and music video "We Can't Stop" to represent her transition from her former squeaky clean image as Hannah Montana to a new edgier persona. The video depicts a wild house party with drinking, drug references, and risqué dancing and costumes to symbolize Miley fully embracing her new identity and independence from her past Disney image. It aims to go viral among younger audiences and was directed by Diane Martel using actors to portray the various party attendees described in the song.
The document provides information on various utility company brand marketing campaigns in Pennsylvania and New Jersey, including summaries of campaign objectives, key messaging, media placement and spend levels. Several utility companies like Duquesne Light, PECO and PPL Electric Utilities focused their campaigns on promoting energy efficiency programs and rebates to help customers save money. PSE&G's campaign in New Jersey emphasized preparing for and protecting homes against winter weather.
Substance abuse in the workplace ppt (sflpp version)oliviaenny
This document outlines a state loss prevention program on substance abuse in the workplace. It discusses the scope and costs of substance abuse, how alcohol and drugs impair job performance, and how to recognize substance abuse problems. It also covers company policies on substance abuse, including prohibiting drug and alcohol possession and being under the influence at work. The document encourages understanding substance abuse risks, getting help for problems, and addressing issues promptly to maintain workplace safety and productivity.
This document provides guidance for supervisors on resolving workplace conflict. It discusses the causes of conflict, importance of resolving conflict, methods for resolving conflict such as competing, collaborating and compromising. It also outlines the steps in the conflict resolution process which includes clarifying the disagreement, establishing a common goal, discussing ways to meet the goal, determining barriers, agreeing on a solution and responsibilities. The overall aim is to equip supervisors with skills to manage conflict and improve work relationships.
Conflict is inevitable in project environments due to scarce resources, scheduling priorities, and personal work styles. There are five techniques for resolving conflict: withdraw/avoid, smooth/accommodate, compromise/reconcile, force/direct, and collaborate/problem solve. The success of project managers depends on their ability to resolve conflicts using the appropriate technique based on factors like the importance and intensity of the conflict, time pressures, relative power of those involved, and the importance of relationships. Project managers should address conflicts early, usually privately, and use a direct yet collaborative approach to facilitate satisfactory resolution.
This document provides an overview of conflict management training. It discusses the meaning of conflict management, the 5 main conflict management strategies (accommodating, avoiding, collaborating, compromising, competing), and provides examples of each. It also outlines 5 steps to resolving conflicts in the workplace: 1) identify the source, 2) look beyond the incident, 3) request solutions, 4) identify solutions both sides can support, and 5) reach an agreement. Finally, it discusses some common reasons for conflicts in the workplace such as poor relationship skills, poor training, inadequate information, management style, and trouble dealing with change.
The document discusses conflict and conflict management. It defines conflict as a disagreement between interdependent people that involves opposing views or goals. Conflict management is defined as acquiring skills to decrease non-productive escalation of conflicts, including conflict resolution, self-awareness of conflict modes, communication skills, and establishing structures for managing conflict. The document outlines objectives like explaining functional vs dysfunctional conflict, levels and types of conflict, conflict management models and styles, and tips for resolving workplace conflicts. It provides details on topics like causes of conflict, symptoms, stages of unproductive conflict patterns, and defining functional and dysfunctional conflict.
This document discusses resolving conflicts in the workplace. It identifies two main sources of conflicts: personality clashes and issues with work structure. The objectives are to distinguish these conflict sources, understand the positive and negative impacts of conflicts, and establish a cooperative process for resolving conflicts when they arise. Key points are that conflicts should not be avoided but rather addressed head-on through open communication and cooperation between conflicting parties to find a mutually agreeable solution.
TMA World Viewpoint 37: How To Resolve Conflict In The WorkplaceTMA World
Unresolved conflict in the workplace represents a large but unrecognized cost for many businesses. It can account for up to 90% of involuntary employee departures and up to 30% of a manager's time. This document provides strategies for effectively resolving workplace conflicts, including diagnosing the problem, strategizing using different conflict management styles like competing, collaborating, compromising, and avoiding, and then solving the conflict through assertive communication and problem solving. The goal is to view conflicts as opportunities rather than problems and deal with them in a way that satisfies all parties involved.
Conflict resolution training for supervisorsKevin Thomas
This training focuses on resolving workplace conflict and provides supervisors with practical techniques. It discusses causes of conflict such as different perspectives and unmet expectations between employees. The presentation emphasizes that conflict is inevitable but can be addressed constructively. It identifies five methods of resolving conflict: competing, collaborating, compromising, avoiding, and accommodating. Further, a six-step process is outlined that involves clarifying issues, establishing shared goals, discussing solutions, addressing barriers, agreeing on resolutions, and defining responsibilities. The presentation aims to equip supervisors with skills for managing conflict and improving work relationships.
This document provides an overview of conflict management in organizations. It discusses the causes, types, levels, and process of conflict as well as steps for managing conflicts. Some key points include:
- Conflicts can be constructive or destructive depending on how they are handled. They can stimulate change but also reduce cooperation if escalated.
- There are various types and levels of conflict including interpersonal, intragroup, and interorganizational. Conflicts also have functional and dysfunctional impacts.
- The conflict process involves 5 stages: potential opposition, cognition/personalization, intentions, behaviors, and outcomes.
- Steps to manage conflicts positively include anticipating issues, preventing conflicts, identifying the type, managing emotions
This document provides information on conflict resolution in the workplace. It discusses causes of workplace conflict such as personality clashes and disagreements. It states that conflict is inevitable due to differing views and expectations but does not always have to be negative. The document describes healthy conflict that generates new ideas versus damaging conflict involving personal attacks. It emphasizes that unresolved conflict can harm productivity, morale and legal risks. Methods for resolving conflict include competing, collaborating, compromising, avoiding and accommodating. The conflict resolution process involves clarifying the disagreement, establishing a common goal, discussing solutions, addressing barriers and agreeing on responsibilities.
The document discusses various topics related to conflict management. It defines conflict and describes its sources and components. It outlines consequences of conflict, both good and bad. Conflict handling styles like avoiding, compromising, competing, accommodating, and collaborating are presented. The document also discusses responding to grievances, nature of stress, and strategies for managing stress at the organizational and individual level. Managing conflict, addressing grievances, and reducing stress are important for team and project success.
CHAPTER 16Handle Conflict, Negotiation, and Decision MakingDEstelaJeffery653
CHAPTER 16
Handle Conflict, Negotiation, and Decision Making
Don't neglect the power of “yes”
LEARNING OBJECTIVES
At the end of this chapter you will be able to:
· Understand what conflict is, why it is occurring and how to manage it.
· Describe methods for effective negotiations.
· List tools that will help you make more effective and less biased decisions.
WHAT'S INSIDE?
· Be a Critical Thinker: Dealing with Deception at the Bargaining Table
· Bringing OB to Life: Intuition and US Airway Flight 1549
· Checking Ethics in OB: Is a Two-Tiered Wage System Ever Justified?
· OB in the Office: What to Do When Face-to-Face Negotiations Are Not Possible: Tips for Negotiating via Email
· OB in the Office: Sooner or Later You'll Know How to Negotiate a Better Raise
· Research Insights: Analytical and Intuitive Decisions: When to Trust Your Gut
· Worth Considering or Best Avoided? Labor and Management Sides Disagree. Is a Strike the Answer?
You are at work and you hear your colleagues disagreeing with each other loudly. Their voices can be heard throughout the office, and you notice people popping their heads up to see what's going on. You are in charge of the team, and you know that your organization prides itself on having a collegial culture. What do you do?
For many people, the answer is clear: Conflict is bad—we need to get rid of it. Conflict makes people uncomfortable and harms our ability to work together, so managers need to step in and resolve differences. Is this always true? Couldn't it be that conflict can also play a positive role in the workplace?
In this chapter, we show that conflict can be good when it surfaces important issues that need to be discussed. The key to managing it is knowing how to determine what kind of conflict is occurring and then using it to generate better decisions. This requires developing skills in areas that are becoming increasingly important in today's workplace: conflict, negotiation, and decision making.
16.1 Manage Conflict
LEARNING OBJECTIVES
Understand what conflict is, why it occurs, and how we can manage it more effectively.
· Define what conflict is and why it occurs.
· Understand conflict management strategies.
· Guard against common conflict management pitfalls.
Why Do We Have Conflict?
Conflict occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.1 Team leaders and members can spend considerable time dealing with conflicts. Sometimes they are direct participants, and other times they act as mediators or neutral third parties to help resolve conflicts between other people.2 Because conflict dynamics are inevitable in the workplace, we need to know how to handle them.3
Functional and Dysfunctional Conflict
Any type of conflict in teams and organizations can be upsetting both to the individuals directly involved and to others affected by its occurrence. As with the opening example, it can b ...
This document discusses conflict management and negotiation in projects. It identifies five main types of conflict that can occur: differences in project vision, lack of communication, disagreements, poor leadership, and group differences. It then describes five techniques for resolving conflicts: withdrawing, accommodating, compromising, forcing solutions, and collaborating through problem solving. The document also discusses negotiation occurring at different phases of a project between project managers, teams, customers, and stakeholders. It notes there are competitive and collaborative approaches to negotiation, and competitive approaches can damage relationships while collaborative is preferred. Proper planning can help mitigate risks in project negotiations.
Managing workplace conflicts involves three key steps: defining the conflict, dealing with the conflict through appropriate disciplinary actions if needed, and preventing future conflicts. Common types of conflicts include interpersonal issues due to differences in work styles, personalities, or leadership. Left unaddressed, conflicts can negatively impact productivity and team dynamics. Proper conflict management through open communication, training, and clear policies can create a positive work environment and reduce costs associated with turnover.
This document provides an overview of conflict resolution strategies and their benefits. It discusses what conflict is and provides examples of conflicts in the workplace. Two common resolution strategies are described in depth: avoiding conflict and collaborating. Avoiding aims to postpone conflict by not addressing issues, while collaborating involves all parties working together to find a joint solution. Resolving conflicts benefits work efficiency and relationships by promoting understanding between parties. The document also outlines what to do if a conflict cannot be resolved, such as involving a third party or accepting disagreement.
Conflicts are usual and part of our life. Conflict happens when the interests of two or more stakeholders interfere with one another.
Hardly can we see any project where there won’t be a conflict that will not require the project manager’s intervention. And this is based on many reasons, such as schedule priorities, scarce resources, technical reasons, personal causes, etc.
This document discusses strategies for managing conflict at work. It identifies different types of conflict such as those arising from differing values or poor communication. It also outlines five strategies for handling conflict: avoiding, compromising, competing, accommodating, and collaborating. The document recommends assessing the situation before choosing a strategy and notes that collaboration requires the most effort but can result in win-win solutions. It also discusses the importance of addressing grievances, managing stress at both the organizational and individual level, and having skills like decision making, listening, and negotiation to effectively handle conflicts in the workplace.
Disputes are an inevitable part of construction projects due to the complex nature of projects and number of stakeholders involved. It is important to have clear procedures for both dispute avoidance and dispute resolution outlined in contracts. For dispute resolution, alternative dispute resolution (ADR) techniques like negotiation, mediation, conciliation and arbitration are preferable to litigation due to being faster and less costly. The dispute resolution process generally follows stages from direct negotiation between parties to use of third party adjudication or arbitration if needed. Key is to have robust dispute management processes established from the start of a project to resolve issues amicably before they escalate into formal disputes.
This document provides an overview of a conflict management training course. The training covers topics such as understanding the causes of conflict, different conflict resolution styles, creating mutual understanding between parties, identifying the root causes of conflicts, brainstorming potential solutions, and developing an action plan to resolve conflicts. The goal is to teach participants a six-step process for resolving conflicts of any size using communication tools, anger management, and mutual gain approaches.
This document provides information on conflict resolution training. It defines workplace conflict and identifies common causes as differing perspectives, stress, and increased demands on teamwork. While conflict can be negative, it notes that constructive challenges to ideas can foster new solutions. The document outlines healthy versus damaging conflict and lists benefits of resolution such as improved morale and productivity. It provides dos and don'ts of the resolution process and describes a six step approach including clarifying issues, finding common goals, and agreeing on responsibilities. The summary is that conflicts should aim for the best solution, alternative resolutions can save costs and time, and unresolved conflicts should be avoided.