Change culture and context of organizational conflicts
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This document discusses changing organizational cultures of conflict. It introduces common conflict metaphors of war, opportunity, and journey. It explores failing to see conflicts as opportunities for growth and learning. The impact of context on conflicts is examined, with strategies like letting issues pass, reframing problems, and focusing on interests rather than positions. Five responses to conflict - avoiding, accommodating, competing, compromising, and collaborating - are outlined. The importance of learning to collaborate in conflicts through empathy, honesty, integrity and finding small-scale cooperative alternatives is emphasized.
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This document discusses managing conflict within teams. It addresses why a lack of conflict can be problematic for teams and identifies healthy and unhealthy sources of conflict. It also discusses different approaches to conflict resolution such as negotiation, mediation, arbitration, and avoiding or addressing conflict. The document emphasizes that conflict is a normal part of teams when it is focused on tasks rather than personal attacks, and that some level of disagreement and questioning among team members is acceptable and can lead to better outcomes than suppressed conflict. It provides frameworks for understanding the nature of conflict and strategies for constructively addressing disagreements.
Team work & performance
Teamwork requires navigating conflicts that arise from cultural differences. Effective conflict resolution involves understanding one's own culture, learning about others' expectations, checking assumptions, and asking questions. It is important to listen without judgment and treat others as they wish to be treated. All interactions have a cross-cultural element, so cultural awareness skills should be applied universally. Addressing conflicts constructively and increasing cultural understanding can help teams perform better.
Managing conflict in relationships
This document provides an overview of interpersonal communication and conflict presented by a group with four members. It defines interpersonal conflict, discusses how it can be expressed directly or indirectly, and notes it requires interdependence between parties. The document outlines different approaches to conflict including lose-lose, win-lose, and win-win, and responses such as exit, neglect, loyalty, and voice. It provides tips for constructive communication and managing conflict through cooperative strategies focused on mutual understanding and compromise.
Describe Ways Of Overcoming Conflict Between Individuals
Conflict can be defined as a serious disagreement, argument, or prolonged armed struggle. Factors that can increase conflict include differences in style, background, gender, leadership, and personalities. Shouting, swearing, name-calling, accusing, interrupting, not listening, talking over others, and making unreasonable demands can also increase conflict. Conversely, actively listening, understanding others' perspectives, speaking calmly, maintaining calm body language, admitting wrongs, and apologizing can help decrease conflict. Successful conflict resolution involves not avoiding issues, clarifying problems, acknowledging disagreements and agreements, exploring solutions, and finding compromise.
Conflict resolution
This document provides information on becoming a conflict capable leader. It discusses:
- The objectives of the session which are to help participants better manage conflict, recognize different conflict styles, assess conflict situations, and learn collaborative conflict resolution methods.
- Key themes around conflict including that it is inevitable, people can change their response style, and the goal is to reduce harmful effects and maximize useful ones.
- Different conflict response categories including perspective taking, expressing emotions, avoiding, yielding, and more. It identifies constructive and destructive responses.
- The Thomas-Kilmann conflict mode instrument which assesses a participant's preferred conflict handling style.
- Getting to yes, a principled approach to conflict resolution which
PEACE Theme 6 :Resolving and transforming conflicts
Conflict is a natural part of life that arises from differences in beliefs, actions, or goals. Common causes of conflict include territorial disputes, ethnic/religious differences, struggles for power/ideology, social injustice, and competition over economic resources. When in conflict, it is important to recognize and process anger in indirect ways like distancing oneself, relaxation, and using social support. To deal with others' anger, listen actively and stand in their perspective without counterattacking, then work toward understanding and mutually agreeable solutions. Creating a peaceful classroom involves affirming students, respecting differences, encouraging cooperation over competition, and teaching conflict resolution skills.
Become More Assertive
The document discusses strategies for managing conflicts in the workplace. It outlines five steps to resolving conflicts: pray about the problem together, clarify the issues and focus on needs and goals, understand each other's perspectives through communication, break the conflict into small steps, and learn to give and take. Additionally, the document provides tips for preventing conflicts such as frequent team meetings, sharing objectives clearly, and distributing tasks fairly. Managing conflicts properly helps eliminate groupthink and can improve group performance when focused on tasks rather than personalities.
Become More Assertive-TRAINING
The document discusses strategies for managing conflicts in the workplace. It outlines five steps to resolving conflicts: pray about the problem together, clarify the issues and focus on needs and goals, understand each other's perspectives through communication, break the conflict into small steps, and learn to give and take. Additionally, the document provides tips for preventing conflicts such as frequent team meetings, sharing objectives clearly, and distributing tasks fairly. Managing conflicts properly helps eliminate groupthink and can improve group performance when focused on tasks rather than personalities.
Organizational Behavior
The document summarizes key points about conflict and negotiation from a chapter in an organizational behavior textbook. It defines conflict and outlines the traditional, human relations, and interactionist views of conflict. It also describes the five stages of the conflict process, types of conflict, conflict resolution techniques, and distributive and integrative bargaining strategies. Cultural differences that can impact negotiations are also discussed.
Conflict resolutionhealth
This document discusses conflict resolution and addresses conflict through various approaches such as accommodation, avoidance, collaboration, compromise, and competition. It notes causes of conflict can include communication failures, personality clashes, differing values and goals. Destructive reactions to conflict include verbal/emotional abuse and physical abuse. The document advocates using "I" messages rather than assigning blame and explores collaboration, compromise, and mediation as constructive approaches. Peer mediation by students is described as a way to resolve disputes without further trouble.
Dealing with conflict in the work place negap presentation
Dealing with conflict in the work place negap presentationNew England Association of Graduate Admissions Professionals
The document discusses conflict in the workplace and methods for resolving it. It defines conflict and lists five styles of conflict management: compete, collaborate, compromise, compromise, cave in, and chicken out. It then asks questions about how readers view conflict and what it means to win or lose one. The document outlines seeing a conflict clearly and methods for resolving workplace conflicts, such as going to a supervisor, addressing it directly with the other person, or mediation. It provides tips for resolving conflicts, like letting each person speak and listening without defending. Finally, it shares an example of how one person resolved a workplace conflict they experienced.Conflict
There are five main types of workplace conflicts: misunderstandings, disrespect between coworkers, ego clashes, impatience, and insecurity over losing control. There are also different styles for managing conflicts, including avoiding, accommodating, competing, compromising, and collaborating. When resolving conflicts, it is important to listen to understand others, identify each person's needs, find a mutually agreeable solution, and end on a positive note.
Conflict Management
The document discusses various sources and types of conflict that can occur between individuals and within organizations. It provides strategies for resolving conflict, including avoiding confrontation, compromising to find a middle ground, and collaborating to find a mutually agreeable solution where all parties achieve their basic goals. The best approaches aim to recognize the legitimate needs of all parties and promote mutual understanding through open communication and cooperation.
156Learning ObjectivesAt the end of this chapter, yous.docx
156
Learning Objectives
At the end of this chapter, you
should be able to meet the
following objectives:
1. Identify the importance of
conflict in interpersonal
relationships.
2. Define the five types of
interpersonal conflicts.
3. Recognize the five styles
of conflict management.
4. Identify conflict strategy
guidelines.
5. Respond appropriately
to criticism.
156
“In the middle of difficulty lies
opportunity.”
Albert Einstein
Chapter 7
Conflict Resolution
156
IS
B
N
0-558-91480-2
Communicating in the Workplace, by Thomas Cheesebro, Linda O’Connor, and Francisco Rios. Published by Prentice Hall. Copyright © 2010 by Pearson Education, Inc.
Chapter 7 Conflict Resolution 157
Conflict Is Important
“Brigit M. just graduated from a public college in
southern New Jersey with a 4.0 GPA. Putting herself
through college with a full course load, she worked
25 to 30 hours a week off campus as a waitress plus
8 to 12 hours a week on campus as a writing and
economics tutor. She had a scholarship, but, as she
says, ‘You think a full scholarship is great, but
it doesn’t cover books, transportation, and health
care costs.’ She was lucky to have a flexible em-
ployer who was willing to accommodate her course
schedule. But the time juggle was still difficult: ‘It
was hard to come home from work at 11:00 P.M.
and still have to write a paper that was due for an
8:30 A.M. class.’
“Brigit is one of almost six million working students in the United States.
Many of these students do much more than put in a few hours in the school
cafeteria or library. They cannot afford a college education without working
long hours at one or more off-campus jobs, taking on heavy students loans,
and using credit cards to fill in the gaps” (Mutari & Lakew, 2003, p. 1).
You may be able to relate to the challenges that Brigit faced. Working to
support yourself and perhaps a family, carrying a demanding class load, and
trying to find time for a personal life can provide fertile ground for both in-
ternal and external conflict.
Although the term conflict can be defined in a variety of ways, you may
find the following definition helpful before you read further in this chapter:
Conflict is the internal or external tension that occurs when you experience
difficulty in meeting important needs.
Let’s take a closer look at what this definition is
saying by examining another situation you may find
familiar.
Aaron was a student enrolled in an associate
degree nursing program at a local community col-
lege. He found himself struggling in his anatomy
and physiology class to the point that by midsemes-
ter, he was risking failing the course. As a result, he
made the decision to withdraw from the course and
take it again the following semester. However,
Aaron faced a conflict. His parents had been help-
ing to finance his education, and he assumed they
would be furious to find out he dropped the course
and lost out on the tuition money that was not re-
fundable. Consequently, .
Workplace conflict presentation
Two staff members at a workplace who were assigned to teach health and safety workshops have begun acting like managers and viewing themselves as superior. This has caused animosity among other staff who view them as opportunistic and controlling. There are now several options presented for resolving the conflict, including having both sides tell their stories, focusing on interests rather than positions, and finding a solution that meets everyone's criteria. Effective resolution will require open communication, understanding different perspectives, and finding a mutually agreeable solution.
527 presentation
The document provides guidance on conflict management for a soccer club. It defines conflict as a real or perceived disagreement that can potentially lead to an argument. Conflict can have both positive and negative impacts, such encouraging new ideas but also increasing stress. The document outlines different types of communication and sources of power and conflict within organizations. It also discusses culture and its influence on conflict, and provides steps for mediating disputes, including allowing all parties to share their perspectives, identifying underlying interests, finding common interests, and getting all parties to agree and sign off on a resolution. The overall document aims to educate about conflict and provide strategies for constructively managing disagreements within a team environment.
Understand conflict
Conflict can occur between individuals, groups, or nations when their interests or needs are threatened. There are typically four stages of conflict: intrapersonal, interpersonal, intergroup, and intergroup. In response to conflict, people may fight or flee through actions like avoidance, ignoring, or denial. Conflicts are often caused by threats to needs and interests, miscommunication, destructive behaviors, unfair treatment, or disagreements over facts. The five main causes of conflict are data, interests, relationships, structures, and values. While conflicts can result in negative emotions and clouded reasoning, they can also have positive effects like surfacing issues and strengthening resolve to achieve common goals. To negotiate personal conflicts, one should understand the nature
Similar to Change culture and context of organizational conflicts (20)
Describe Ways Of Overcoming Conflict Between Individuals
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PEACE Theme 6 :Resolving and transforming conflicts
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Dealing with conflict in the work place negap presentation
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156Learning ObjectivesAt the end of this chapter, yous.docx
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Change culture and context of organizational conflicts
- 1. Change the Culture and Context of Conflict Source: Cloke, K., & Goldsmith, J. (2005). Resolving Conflicts at Work: Eight Strategies for Everyone on the Job. San Francisco, CA: Jossey Bass, pp 1-35
- 2. Contents Metaphors of Conflict Introduction The Language of Conflict The Impact of Context 1 2 3 4 Five Responses to Conflict Learning to Collaborate 5 6
- 5. Introduction 1 Metaphors of Conflict 3 Opportunity War Journey CONFLICT Three common conflict metaphors drawn from organizational cultures
- 6. Failing to Notice the Opportunities and Journeys Introduction 1 The Impact of Context 4 B Roll over A Counterattack A B Defend B C Gossip or blame someone else Run Away / Refuse to budge B Undermine A A A B
- 7. Creating Opportunities and Journeys Introduction 1 The Impact of Context 4 B Let it pass through “ “ Reframe the issue A Create introspection B Invite it in as an opportunity AB ? Focus on the future A B Discover common interests A B Bring in a mediator Focus on the problem O A B
- 9. Introduction 1 Five Responses to Conflict 5 Learning to Collaborate 6 Learning to Collaborate in Conflict Use empathy to place yourself in the other person’s shoes Shift your focus from your position to both sides interests Be deeply honest, both with yourself and your opponent Speak and act with integrity and clarity, without judgment Recognize that your conflict can be a positive experience. Focus your efforts beyond settlement Search for small-scale collaborative alternatives that increase cooperation
- 11. Thank You! Organizational Conflict