Conflict
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This document discusses different levels and types of conflict, including intrapersonal, interpersonal, and intergroup conflict. It covers approaches to conflict like transactional analysis and the Johari window model. Conflict resolution strategies mentioned include finding a win-win solution, using transactional analysis principles of adult communication, and changing attitudes and behaviors. Other intergroup conflict resolution strategies highlighted are problem solving, restructuring, aligning to common goals, upgrading resources, preventing conflict, and finding commonalities between groups.
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Conflict (types and causes),conflict resolution
The document discusses the concept of conflict from various perspectives. It provides over 20 definitions and explanations of conflict from different fields such as linguistics, psychology, sociology, and management. Some key points made are:
1) Conflict involves a struggle or disagreement between two or more parties/ideas that cannot be resolved simultaneously. It arises from incompatible goals, needs or actions.
2) Conflict occurs at various levels from individuals to groups, societies and nations. It can be overt through direct confrontation or latent underlying tensions.
3) Different types of conflict are identified including approach-approach, avoidance-avoidance, and approach-avoidance conflicts which involve choosing between options with positive and negative attributes.
4)
Conflict resolution
This document discusses organizational conflict and conflict resolution. It defines organizational conflict as discord between people working together due to opposing needs, values, and interests. There are four main types of organizational conflict: interpersonal, intrapersonal, intragroup, and intergroup. Conflict resolution is the process of reaching an agreement to end a disagreement or dispute. It aims to find a peaceful solution that all parties can agree on through negotiation and understanding different perspectives. The document outlines seven steps for successfully negotiating conflict resolution: understand the conflict, communicate, brainstorm solutions, choose the best solution, use a mediator, explore alternatives, and cope with pressure.
conflict
This document defines conflict and discusses different types of conflict. It begins by defining conflict as the expression of hostility, negative attitudes, and misunderstanding. It then discusses three views of conflict: the traditional view which sees conflict as negative, the human relations view which sees conflict as natural and sometimes beneficial, and the modern view which sees a minimum level of conflict as necessary for group performance. The document outlines types of functional/constructive and dysfunctional/destructive conflict and different levels of conflict including individual, group, organizational, intra-group, and inter-group conflict.
Conflict management techniques
This document discusses conflict management techniques and styles. It identifies five main styles: competitive, collaborative, compromising, accommodating, and avoiding. The competitive style takes a firm stand to satisfy one's own concerns, while the collaborative style tries to meet the needs of all parties. The compromising style partially satisfies everyone by having all parties give up something. The accommodating style meets others' needs at the expense of one's own. The avoiding style seeks to evade conflict entirely. Perceptions play an important role in how parties experience conflict due to factors like culture, gender, knowledge, previous experiences, and impressions of others.
Conflict management
This document discusses the causes and types of conflict. It defines conflict as an expressed struggle between two interdependent parties with incompatible goals. The types of conflict discussed are competing, collaborating, compromising, avoiding, and accommodating. Causes of conflict include goal conflicts, affective or emotional conflicts, and cognitive conflicts of ideas. Additional causes discussed are poor communication, behavioral issues, and structural problems within organizations. The document also outlines several approaches to resolving conflicts.
what is conflict and how to resolve
This document discusses conflict and conflict resolution. It defines conflict as occurring when one party perceives another has negatively affected something they care about. Common causes of conflict include scarce resources, differing attitudes and poor communication. There are different levels of conflict including organizational, group and individual. Conflict management strategies include competing, collaborating, compromising, avoiding and accommodating. Resolving intra-group conflict involves recognizing members' roles and realizing unity is stronger than division. Effective conflict resolution requires remaining calm, addressing issues not people, and finding a private space for discussion.
Conflicts
This document summarizes a presentation on organizational conflicts. It defines conflict as a state of opposition between groups that can result from different ideas, goals or structures. Conflicts are viewed as natural and can have both positive and negative impacts. Conflicts can occur at the individual, group and organizational levels. The conflict process involves potential incompatibility, personalization of issues, behavioral intentions, overt conflict behaviors, and outcomes. Effective conflict management aims to improve situations and strengthen relationships through collaborative solutions.
Conflict
Conflict is a natural part of organizational life that can have both positive and negative consequences. While dysfunctional conflict tends to be destructive, functional conflict can stimulate new ideas and motivate change. There are various levels of conflict within individuals, groups, and across entire organizations. Common causes of conflict include scarce resources and poor communication. Effective conflict management involves understanding different conflict orientations and styles, and using approaches that create win-win solutions where all parties' concerns are addressed. Tools like negotiation skills and emotional intelligence can help reduce conflict.
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Conflict (types and causes),conflict resolution
The document discusses the concept of conflict from various perspectives. It provides over 20 definitions and explanations of conflict from different fields such as linguistics, psychology, sociology, and management. Some key points made are:
1) Conflict involves a struggle or disagreement between two or more parties/ideas that cannot be resolved simultaneously. It arises from incompatible goals, needs or actions.
2) Conflict occurs at various levels from individuals to groups, societies and nations. It can be overt through direct confrontation or latent underlying tensions.
3) Different types of conflict are identified including approach-approach, avoidance-avoidance, and approach-avoidance conflicts which involve choosing between options with positive and negative attributes.
4)
Conflict resolution
This document discusses organizational conflict and conflict resolution. It defines organizational conflict as discord between people working together due to opposing needs, values, and interests. There are four main types of organizational conflict: interpersonal, intrapersonal, intragroup, and intergroup. Conflict resolution is the process of reaching an agreement to end a disagreement or dispute. It aims to find a peaceful solution that all parties can agree on through negotiation and understanding different perspectives. The document outlines seven steps for successfully negotiating conflict resolution: understand the conflict, communicate, brainstorm solutions, choose the best solution, use a mediator, explore alternatives, and cope with pressure.
conflict
This document defines conflict and discusses different types of conflict. It begins by defining conflict as the expression of hostility, negative attitudes, and misunderstanding. It then discusses three views of conflict: the traditional view which sees conflict as negative, the human relations view which sees conflict as natural and sometimes beneficial, and the modern view which sees a minimum level of conflict as necessary for group performance. The document outlines types of functional/constructive and dysfunctional/destructive conflict and different levels of conflict including individual, group, organizational, intra-group, and inter-group conflict.
Conflict management techniques
This document discusses conflict management techniques and styles. It identifies five main styles: competitive, collaborative, compromising, accommodating, and avoiding. The competitive style takes a firm stand to satisfy one's own concerns, while the collaborative style tries to meet the needs of all parties. The compromising style partially satisfies everyone by having all parties give up something. The accommodating style meets others' needs at the expense of one's own. The avoiding style seeks to evade conflict entirely. Perceptions play an important role in how parties experience conflict due to factors like culture, gender, knowledge, previous experiences, and impressions of others.
Conflict management
This document discusses the causes and types of conflict. It defines conflict as an expressed struggle between two interdependent parties with incompatible goals. The types of conflict discussed are competing, collaborating, compromising, avoiding, and accommodating. Causes of conflict include goal conflicts, affective or emotional conflicts, and cognitive conflicts of ideas. Additional causes discussed are poor communication, behavioral issues, and structural problems within organizations. The document also outlines several approaches to resolving conflicts.
what is conflict and how to resolve
This document discusses conflict and conflict resolution. It defines conflict as occurring when one party perceives another has negatively affected something they care about. Common causes of conflict include scarce resources, differing attitudes and poor communication. There are different levels of conflict including organizational, group and individual. Conflict management strategies include competing, collaborating, compromising, avoiding and accommodating. Resolving intra-group conflict involves recognizing members' roles and realizing unity is stronger than division. Effective conflict resolution requires remaining calm, addressing issues not people, and finding a private space for discussion.
Conflicts
This document summarizes a presentation on organizational conflicts. It defines conflict as a state of opposition between groups that can result from different ideas, goals or structures. Conflicts are viewed as natural and can have both positive and negative impacts. Conflicts can occur at the individual, group and organizational levels. The conflict process involves potential incompatibility, personalization of issues, behavioral intentions, overt conflict behaviors, and outcomes. Effective conflict management aims to improve situations and strengthen relationships through collaborative solutions.
Conflict
Conflict is a natural part of organizational life that can have both positive and negative consequences. While dysfunctional conflict tends to be destructive, functional conflict can stimulate new ideas and motivate change. There are various levels of conflict within individuals, groups, and across entire organizations. Common causes of conflict include scarce resources and poor communication. Effective conflict management involves understanding different conflict orientations and styles, and using approaches that create win-win solutions where all parties' concerns are addressed. Tools like negotiation skills and emotional intelligence can help reduce conflict.
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Every organization experiences some level of conflict, even those considered ideal. There are different levels of conflict including intrapersonal, interpersonal, intergroup, and inter-organizational. Conflict occurs when individuals are unable to choose between alternatives or have conflicting perceptions, values, and goals. It is a dynamic process that involves a series of episodes. Conflicts progress through five stages - potential opposition, cognition and personalization, intentions, behaviors, and outcomes, which can be functional or dysfunctional.
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The document discusses conflict, its types, and methods for managing conflict. It defines conflict as opposition between individuals, groups, or ideas. There are three main types of interpersonal conflict: simple conflict over topics, pseudo conflict due to misunderstandings, and ego conflict involving clashes of personality. Intrapersonal conflict occurs within an individual regarding choices with both positive and negative outcomes. The document outlines five methods for managing conflict: avoiding it, accommodating others, competing to get one's way, compromising through mutual concessions, and collaborating by finding cooperative solutions. It provides guidance for managing intra- and interpersonal conflicts constructively.
Understanding conflict
Conflict can arise between individuals, groups, or nations when they perceive their needs or interests are incompatible or threatened. It occurs due to competing over limited resources, disagreeing over facts, perceiving threats or unjust treatment, miscommunication, prejudices, or destructive behaviors. Conflict management styles include competing (assertive and uncooperative), accommodating (cooperative and unassertive), compromising (moderate assertiveness and cooperation), avoiding (unassertive and uncooperative), and collaborating (assertive, cooperative, and seeking win-win solutions).
Conflict Resolution
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The document discusses different types of conflicts that can occur within individuals and between groups. It describes intra-personal conflicts that occur within an individual, inter-personal conflicts between two individuals, intra-group conflicts between members of the same group, and inter-group conflicts between different groups. It also discusses potential causes of conflicts, such as psychological needs, resources, values, and provides examples of different types of conflicts.
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The document discusses resolving conflict in the workplace. It defines conflict as differences between people that are not resolved. Conflict resolution aims to address conflicts in a mature and respectful way. There are four main types of conflict: contentious personalities, misunderstandings, issues, and leadership styles. The document outlines five methods for resolving conflict: ignoring it, smoothing it over, forcing a resolution, compromising, and collaborating. It provides tips for facilitating collaboration, such as finding the root cause, allowing all parties to speak, encouraging listening, and reaching a consensus.
Types of Conflicts
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The document discusses different types of conflict that can occur in stories including internal conflict (man vs. self), external conflict (man vs. man, man vs. society, man vs. nature), and why conflict is important to the plot of a story. It provides examples of each type of conflict and notes that conflict creates narrative, gives the story purpose, and provides action, keeping the story interesting to read.
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This document discusses various perspectives on organizational conflict. It notes that traditional views saw conflict as something to be avoided or suppressed, while more modern views see some conflict as inevitable and possibly beneficial if managed properly. It defines conflict as involving divergent views and incompatibility between those views. The document outlines different types of conflict and hostility, as well as factors that can influence and exacerbate conflict such as scarce resources, autonomy, and goal divergence. It advocates for contingency-based approaches to conflict that diagnose the specific situation and apply collaborative problem-solving methods when appropriate to achieve win-win outcomes.
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The document discusses theories and processes for effectively resolving conflicts. It describes two main theories: 1) Kenneth Thomas and Ralph Kilmann's five conflict styles that vary in assertiveness and cooperation, and 2) the interest-based relational approach which focuses on separating problems from people and finding solutions mutually beneficial to all parties. The document then provides a five-step conflict resolution process applying these theories: setting the scene, gathering information, agreeing on the problem, brainstorming solutions, and negotiating an agreement.
Conflict Management
Conflict arises from incompatible goals, interests, or methods between two or more parties. It progresses through latent, perceived, felt, and manifest stages. Causes include differing values, assumptions, expectations, backgrounds, and abilities to handle conflict. Conflicts can be relationship-, data-, interest-, structural-, or value-based. Resolution techniques are problem-solving, avoidance, smoothing, compromise, and confrontation. While traditionally viewed negatively, modern perspectives see conflict as natural and sometimes necessary for growth.
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This document provides an outline on the topic of workplace conflicts. It begins by defining what a conflict is and discussing different views on conflicts, including the traditional, human relations, and interactionist views. It then discusses potential causes of conflicts, such as authority relationships, goal differences, and jurisdictional ambiguities. The document also outlines benefits of resolving conflicts, such as increased productivity and decreased absenteeism. It provides tips for resolving conflicts, including listening to all sides, diagnosing the cause, and exploring interest-based resolutions. Finally, it discusses ensuring organizations have comprehensive conflict resolution systems and processes in place.
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There are five main types of conflict in stories: character vs. character; character vs. nature; character vs. society; character vs. self; and character vs. the divine. The first three are external conflicts that involve opposition between a character and something outside themselves, while the last two are internal conflicts that occur within a character's mind. Conflict is essential to any story as it provides the struggles and problems that drive the plot forward.
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The document discusses family conflicts and resolution approaches. It covers:
1) Conflicts exist due to incompatible goals and interests between parties and generate negative attitudes. Latent conflicts must become visible to resolve. Resolution addresses incompatibilities while transformation focuses on relationships.
2) Modern conflict resolution uses rational problem solving to achieve win-win outcomes. Gandhi advocated for mediation over litigation to empower parties and transform conflicts.
3) Family mediation is an alternative to adversarial courts that can help reconcile ruptured relationships through settlement agreements parties design themselves.
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The term refers to how people try to get other people to DO things, or comply. Compliance is separate, but not unrelated to persuasion.
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Conflict arises from perceived incompatibilities between parties and can be exacerbated by social dilemmas, competition, injustice and misperception. Key causes of conflict include pursuing self-interest at the expense of others in social dilemmas, win-lose competition fostering negative views of opponents, perceived inequity in outcomes, and biases that lead parties to see themselves positively and opponents negatively. Peace can be achieved through contact between parties, cooperation on shared goals, open communication to find mutually agreeable solutions, and conciliation where one party makes unilateral concessions to build trust.
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The document discusses interpersonal conflict and conflict management. It defines interpersonal conflict as occurring when one person's goals cannot be achieved if another's goals are achieved. It notes common myths about conflict, such as that it should always be avoided or damages relationships. The document also outlines various causes of conflict including intimacy issues, power struggles, personal flaws, distrust, and social or cultural differences. It presents principles of conflict management, including that conflict is inevitable but can have positive or negative aspects depending on how the content and relationship are handled, as well as different conflict styles and cultural influences.
Conflict resolution
Conflict resolution is a process where two or more parties find a peaceful solution to a disagreement. The goals of negotiation during conflict resolution are to produce an agreement all parties can agree to, work quickly to find a solution, and improve relationships between conflicting groups. There are seven steps to successfully resolve a conflict through negotiation: 1) understand the conflict, 2) communicate with opposing parties, 3) brainstorm possible resolutions, 4) choose the best resolution, 5) use a third party mediator if needed, 6) explore alternatives to an agreement, and 7) come to a final resolution agreement. Real examples provided include resolving conflicts between India-China, Apple in China, Iran nuclear negotiations, and Microsoft acquiring Nokia.
B5 mediation skills for quick intervention managing conflict with angry clie...
The document provides an overview of a workshop titled "Putting out the Fire: Mediation Skills for Quick Intervention". The workshop aims to teach executive directors mediation principles and techniques to help resolve conflicts as they arise. The workshop will explore the nature of conflict, the role of a mediator, and core mediation skills like interest-based problem solving and active listening. It will also introduce a "Quick Intervention Model" to help mediate conflicts on the spot using these skills.
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Every organization experiences some level of conflict, even those considered ideal. There are different levels of conflict including intrapersonal, interpersonal, intergroup, and inter-organizational. Conflict occurs when individuals are unable to choose between alternatives or have conflicting perceptions, values, and goals. It is a dynamic process that involves a series of episodes. Conflicts progress through five stages - potential opposition, cognition and personalization, intentions, behaviors, and outcomes, which can be functional or dysfunctional.
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The document discusses conflict, its types, and methods for managing conflict. It defines conflict as opposition between individuals, groups, or ideas. There are three main types of interpersonal conflict: simple conflict over topics, pseudo conflict due to misunderstandings, and ego conflict involving clashes of personality. Intrapersonal conflict occurs within an individual regarding choices with both positive and negative outcomes. The document outlines five methods for managing conflict: avoiding it, accommodating others, competing to get one's way, compromising through mutual concessions, and collaborating by finding cooperative solutions. It provides guidance for managing intra- and interpersonal conflicts constructively.
Understanding conflict
Conflict can arise between individuals, groups, or nations when they perceive their needs or interests are incompatible or threatened. It occurs due to competing over limited resources, disagreeing over facts, perceiving threats or unjust treatment, miscommunication, prejudices, or destructive behaviors. Conflict management styles include competing (assertive and uncooperative), accommodating (cooperative and unassertive), compromising (moderate assertiveness and cooperation), avoiding (unassertive and uncooperative), and collaborating (assertive, cooperative, and seeking win-win solutions).
Conflict Resolution
The document discusses conflict intervention and resolution models. It describes four approaches to intervene in conflicts: dismiss, distract, discuss/develop, and detonate. The discuss/develop approach involves asking clarifying questions, exploring underlying issues, and using active listening. When deciding how to address a conflict, factors like the personal nature of the issue, team skills, time constraints, and goals should be considered. Generally, teams are best able to resolve their own conflicts, but private intervention may be needed in some cases.
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The document discusses different types of conflicts that can occur within individuals and between groups. It describes intra-personal conflicts that occur within an individual, inter-personal conflicts between two individuals, intra-group conflicts between members of the same group, and inter-group conflicts between different groups. It also discusses potential causes of conflicts, such as psychological needs, resources, values, and provides examples of different types of conflicts.
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The document discusses resolving conflict in the workplace. It defines conflict as differences between people that are not resolved. Conflict resolution aims to address conflicts in a mature and respectful way. There are four main types of conflict: contentious personalities, misunderstandings, issues, and leadership styles. The document outlines five methods for resolving conflict: ignoring it, smoothing it over, forcing a resolution, compromising, and collaborating. It provides tips for facilitating collaboration, such as finding the root cause, allowing all parties to speak, encouraging listening, and reaching a consensus.
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The document identifies three types of interpersonal conflict originally proposed by Gerald Miller and Mark Steinberg: pseudo-conflict, simple conflict, and ego conflict. Pseudo-conflict involves perceived conflicts that do not actually exist, while simple conflict is a difference of opinions where issues are clear. Ego conflict is the most difficult as it involves personal attacks and strong emotions. The document provides strategies for managing each conflict type such as focusing on issues rather than personalities, listening actively, and using problem-solving approaches.
Conflict- Psychology
The document discusses different types of conflicts that can occur. It defines conflict as a state of tension between opposing desires, goals, or parties. Conflicts are classified as occurring between persons, between a person and their environment, or within a person. Internal conflicts include approach-approach conflicts, avoidance-avoidance conflicts, and approach-avoidance conflicts. The document also discusses methods for resolving conflicts, including task-oriented reactions that directly address the problem, and defense-oriented reactions that aim to escape or avoid the problem.
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The document discusses different types of conflict that can occur in stories including internal conflict (man vs. self), external conflict (man vs. man, man vs. society, man vs. nature), and why conflict is important to the plot of a story. It provides examples of each type of conflict and notes that conflict creates narrative, gives the story purpose, and provides action, keeping the story interesting to read.
Conflicts in organizations
This document discusses various perspectives on organizational conflict. It notes that traditional views saw conflict as something to be avoided or suppressed, while more modern views see some conflict as inevitable and possibly beneficial if managed properly. It defines conflict as involving divergent views and incompatibility between those views. The document outlines different types of conflict and hostility, as well as factors that can influence and exacerbate conflict such as scarce resources, autonomy, and goal divergence. It advocates for contingency-based approaches to conflict that diagnose the specific situation and apply collaborative problem-solving methods when appropriate to achieve win-win outcomes.
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The document discusses theories and processes for effectively resolving conflicts. It describes two main theories: 1) Kenneth Thomas and Ralph Kilmann's five conflict styles that vary in assertiveness and cooperation, and 2) the interest-based relational approach which focuses on separating problems from people and finding solutions mutually beneficial to all parties. The document then provides a five-step conflict resolution process applying these theories: setting the scene, gathering information, agreeing on the problem, brainstorming solutions, and negotiating an agreement.
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Conflict arises from incompatible goals, interests, or methods between two or more parties. It progresses through latent, perceived, felt, and manifest stages. Causes include differing values, assumptions, expectations, backgrounds, and abilities to handle conflict. Conflicts can be relationship-, data-, interest-, structural-, or value-based. Resolution techniques are problem-solving, avoidance, smoothing, compromise, and confrontation. While traditionally viewed negatively, modern perspectives see conflict as natural and sometimes necessary for growth.
Conflicts
This document provides an outline on the topic of workplace conflicts. It begins by defining what a conflict is and discussing different views on conflicts, including the traditional, human relations, and interactionist views. It then discusses potential causes of conflicts, such as authority relationships, goal differences, and jurisdictional ambiguities. The document also outlines benefits of resolving conflicts, such as increased productivity and decreased absenteeism. It provides tips for resolving conflicts, including listening to all sides, diagnosing the cause, and exploring interest-based resolutions. Finally, it discusses ensuring organizations have comprehensive conflict resolution systems and processes in place.
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There are five main types of conflict in stories: character vs. character; character vs. nature; character vs. society; character vs. self; and character vs. the divine. The first three are external conflicts that involve opposition between a character and something outside themselves, while the last two are internal conflicts that occur within a character's mind. Conflict is essential to any story as it provides the struggles and problems that drive the plot forward.
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The document discusses family conflicts and resolution approaches. It covers:
1) Conflicts exist due to incompatible goals and interests between parties and generate negative attitudes. Latent conflicts must become visible to resolve. Resolution addresses incompatibilities while transformation focuses on relationships.
2) Modern conflict resolution uses rational problem solving to achieve win-win outcomes. Gandhi advocated for mediation over litigation to empower parties and transform conflicts.
3) Family mediation is an alternative to adversarial courts that can help reconcile ruptured relationships through settlement agreements parties design themselves.
Compliance Gaining Strategies
To identify the act of intentionally trying to alter behavior.
The term refers to how people try to get other people to DO things, or comply. Compliance is separate, but not unrelated to persuasion.
Social influence
People influence each other constantly, in a variety of different ways.Social Influence Strategies are the foot-in-the-door technique (see the “Attitudes” presentation for a complete explanation), manipulating the reciprocity norm, the lowball technique, and feigned scarcity.
Conflict and Peacemaking
Conflict arises from perceived incompatibilities between parties and can be exacerbated by social dilemmas, competition, injustice and misperception. Key causes of conflict include pursuing self-interest at the expense of others in social dilemmas, win-lose competition fostering negative views of opponents, perceived inequity in outcomes, and biases that lead parties to see themselves positively and opponents negatively. Peace can be achieved through contact between parties, cooperation on shared goals, open communication to find mutually agreeable solutions, and conciliation where one party makes unilateral concessions to build trust.
Interpersonal conflict and conflict management.
The document discusses interpersonal conflict and conflict management. It defines interpersonal conflict as occurring when one person's goals cannot be achieved if another's goals are achieved. It notes common myths about conflict, such as that it should always be avoided or damages relationships. The document also outlines various causes of conflict including intimacy issues, power struggles, personal flaws, distrust, and social or cultural differences. It presents principles of conflict management, including that conflict is inevitable but can have positive or negative aspects depending on how the content and relationship are handled, as well as different conflict styles and cultural influences.
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Conflict resolution is a process where two or more parties find a peaceful solution to a disagreement. The goals of negotiation during conflict resolution are to produce an agreement all parties can agree to, work quickly to find a solution, and improve relationships between conflicting groups. There are seven steps to successfully resolve a conflict through negotiation: 1) understand the conflict, 2) communicate with opposing parties, 3) brainstorm possible resolutions, 4) choose the best resolution, 5) use a third party mediator if needed, 6) explore alternatives to an agreement, and 7) come to a final resolution agreement. Real examples provided include resolving conflicts between India-China, Apple in China, Iran nuclear negotiations, and Microsoft acquiring Nokia.
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6 Ethical Conflict Management and NegotiationChapter Preview· .docx
6 Ethical Conflict Management and Negotiation
Chapter Preview
· Conflict in Organizational Life
· Becoming an Ethical Conflict Manager
· Step 1: Recognize the Differences Between Functional and Dysfunctional Conflicts
· Step 2: Manage Your Emotions
· Step 3: Identify Your Personal Conflict Style
· Step 4: Develop Conflict Guidelines
· Step 5: Employ Collaborative Conflict Management Tactics
· Step 6: Be Prepared to Apologize
· Resolving Conflict Through Ethical Negotiation
· Ethical Issues in Negotiation
· Adopt an Integrative Approach to Negotiation
· Combating Aggression and Sexual Harassment
· Types of Aggression
· Sources of Agression
· Resisting and Reducing Aggression
· Preventing Sexual Harassment
· Chapter Takeaways
· Application Projects
Conflict in Organizational Life
Conflict is a daily occurrence in every organization. Managers estimate that they spend between 20% and 40% of their time dealing with disagreements. Common sources of organizational conflict include these:1
· Interests: Benefits, budgets, organizational policies, office location, and other wants and needs
· Data: The best sources of information; the reliability or the interpretation of data
· Procedures: How to solve problems; how to make decisions; how to solve conflicts
· Values: How to prioritize interests and options; determining organizational direction
· Dysfunctional relationships: Those marked by distrust, disrespect, lack of integrity, and lack of mutual concern
· Roles: Expectations related to organizational roles; power imbalances between roles
· Communication: How something was said; emotions triggered by words; withholding information
Some observers believe that we can expect even more conflicts in the years to come.2 They note that there is growing pressure on organizations to innovate, change, and adapt. These pressures increase workloads and generate job insecurity. In a global society, the workforce is increasingly diverse, which produces more conflicts between those of different cultural backgrounds. Organizational members now work in different geographical locations and communicate over the Internet rather than face to face. These developments mean that miscommunication is more likely. As organizations empower groups to carry out projects, team members must manage the conflicts that come from working collaboratively.
Conflict experts Joyce Hocker and William Wilmot define conflict as “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals.”3 Conflict begins when the parties express their thoughts and feelings to each other through their behaviors. They engage in conflict because they depend to some degree on one another. The choices of one party affect the options of others, as when one employee’s choice of vacation time interferes with the vacation plans of a fellow worker. Wilmot and Hocker believe that the sources of conflict identi.
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- A two-dimensional model of conflict behaviors including competing, collaborating, compromising, avoiding, and accommodating.
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- Definitions of negotiation as an exchange process and bargaining strategies like distributive and integrative bargaining.
Conflict management
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Negotiation presentation for website
This document discusses various methods for addressing ethics problems between individuals, teams, and organizations through negotiation. It outlines single-loop, double-loop, and triple-loop methods. Single-loop methods focus on changing actions to achieve goals, while double-loop examines underlying values and assumptions. Triple-loop looks at cultural systems and traditions. Specific approaches covered include mutual gain negotiation, persuasive dialogue, minimal cooperation, iterative Socratic dialogue, and action science/inquiry dialogue. The document analyzes the strengths and limitations of forcing, winning, and dialogic ethics methods.
strategies for conflict resolution ppt
This document provides strategies and a three-step process for conflict resolution. It discusses recognizing biases in fairness perceptions, avoiding escalating tensions, overcoming an "us vs. them" mentality, looking beneath surface issues, working on compromises, and putting decisions to a vote. The three-step process involves recognizing a problem needs solving, exploring underlying concerns, and finding a mutually agreeable solution. Overall, the document emphasizes collaborative communication is crucial to successful conflict resolution.
PHILOSOPHY NOTES .pptx
The document discusses different perspectives on the concept of freedom and its relationship to social contracts and the formation of societies. It defines a social contract as an agreement where individuals sacrifice an amount of their freedom and submit to a higher authority, as described by philosophers like Hobbes, Rousseau, and Locke. This concept of a social contract forms the basis for notions of moral obligation and establishes certainty around individual freedoms. The document also outlines different forms of societies throughout history from hunting-gathering to modern information societies.
Conflict styles and its consequences
Conflict arises from competing interests and needs between parties. There are five main conflict styles: competing relies on aggression and control; accommodating yields to others' needs; avoiding ignores the conflict; compromising involves trade-offs; and collaborating finds win-win solutions. Conflict elicits emotional, cognitive, and physical responses and is often due to scarce resources, differing views, poor communication, or unclear roles and responsibilities. Managers can reduce conflict by clarifying roles, building relationships, and providing feedback and discussion opportunities.
Chapter # 7 Social Psychology
This document provides an overview of key concepts in social psychology, including social cognition, attitudes, social interaction, and interpersonal attraction. It discusses social cognition and the processes of social perception, including non-verbal communication and attribution theories. It defines attitudes and their three components: cognitive, emotional, and behavioral. Social interaction and conformity are described as ways people influence each other. Interpersonal attraction is presented as the tendency to evaluate others positively, influenced by characteristics of both people and the situation. Stress and its causes, including different types of conflicts, are also summarized.
Democratic Practices and Inclusive Excellence
Democratic practices aim to engage diverse perspectives through dialogue, systems thinking, deliberation, and transforming conflict into opportunities for growth. This involves bringing people together to study issues, identify solutions, consider trade-offs, and make decisions through open communication and understanding different viewpoints. The goal is to create more just and inclusive organizations and societies by incorporating informed community members in decision-making processes.
Transactional Analysis(Unit VI).ppt MBAx
The document discusses transactional analysis, which is a technique used to understand interpersonal relationships and behavior. It involves analyzing ego states (parent, adult, child), transactions between people, scripts that guide behavior, and games people play. Transactional analysis aims to improve communication, understand motivations, and promote healthy relationships through awareness of thoughts, feelings, and behaviors in interactions.
tranasctional analysis and johari window.pptx
This document provides an overview of Transactional Analysis and the Johari Window model. It discusses:
- Eric Berne's development of Transactional Analysis and the three ego states - Parent, Adult, and Child
- The meaning of transactions and types of transactions between people (complementary, non-complementary, ulterior)
- The four quadrants of the Johari Window model - Open Self, Hidden Self, Blind Self, and Undiscovered Self - and how they relate to interpersonal dynamics and potential for conflict
- Berne's concept of "life positions" describing basic assumptions people develop about their own and others' self-worth
Group processes lec4.pptx
This document discusses various group processes including conformity, deviance, cohesiveness, social loafing and facilitation, cooperation and competition. It provides details on factors that influence conformity such as group size, minority size, task nature and public vs private expression. It also discusses personality factors in conformity and the types of social influence. Cooperation and competition in groups is explored along with determinants. Features of group cohesiveness are outlined including group size, member similarities, status, communication and success history. Deviance and the difference between social facilitation and social loafing are also defined.
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Amity 20.07.21.pptx
This document discusses how Industry 4.0 technologies are disrupting jobs and skills requirements. It outlines key aspects of Industry 4.0 like integrated machinery, information technology, and improved production. Countries that have adopted national Industry 4.0 strategies are identified. Economic sectors adopting Industry 4.0 are listed, along with futuristic job roles. Issues around the skills gap in India's workforce are examined, with mental health, communication, and decision making cited as important future skills. Ways for colleges and job seekers to address this gap are proposed.
Role of NGOs in women empowerment: case studies from Uttarakhand, India
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The study has been summarized in the form of a presentation so that others can understand its relevance. It is really important to look for ways to empower women through creative and innovative entrepreneurial ventures.Incentive system of payment
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Ethics in writing
It will be helpful to go through Ethics in Writing for researchers and phd scholars. It will explain about various ethics of writing and how to draft a manuscript along with how to improve and make your draft error free and how to select a journal for your paper. It will be useful for academicians, researchers, and writers.
Stress
Distress refers to feeling overwhelmed by problems with no end in sight, such as financial issues, relationship conflicts, or chronic illness. In contrast, eustress is a positive form of stress from meaningful challenges and opportunities that provide energy, such as graduating college, getting married, or changing jobs. While all stress affects us, eustress can be a motivator for meeting responsibilities and achieving goals.
Perception
Perception is how individuals organize and interpret their sensory impressions to understand their environment. It is influenced by perceiver characteristics like attitudes and experiences, target characteristics like appearance and actions, and situational characteristics like settings. Attribution theory looks at how people explain their own and others' behaviors, and is subject to biases like the fundamental attribution error of blaming others' actions on internal causes rather than external ones. Perceptual errors can also occur, such as selective perception, halo effects, stereotyping, and self-fulfilling prophecies.
Motivation
How to achieve employee motivation and what are the related motivation theories. What is their role in improving employee motivation. How do they affect organizational work.
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Leadership
The document discusses various theories of leadership including trait theory, behavioral theory, contingency theory, and transformational theory. It examines research from Ohio State University and the University of Michigan that identified two primary dimensions of leader behavior - consideration of employees and initiating structure. The document also outlines qualities associated with good leadership such as drive, honesty, self-confidence, intelligence, and extraversion.
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This document discusses job satisfaction and its effects in the workplace. It covers the meaning of job satisfaction, factors that affect it, and how job satisfaction relates to job performance, customer satisfaction, organizational citizenship behavior, absenteeism, turnover, and workplace deviance.
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Human resource management unit 5
This document discusses various human resource management topics related to employee discipline and termination. It covers discipline procedures like warnings, appeals, and dismissal. It also discusses types of termination such as resignation, retirement, layoffs, and exit interviews. The key points are that discipline aims to correct behavior and develop employees, there are formal procedures to issue warnings and appeals for discipline cases, and termination can be voluntary, involuntary, or mutual depending on the situation and employee rights.
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This document discusses performance appraisal and ensuring workplace safety. It covers the objectives and processes of performance appraisal, including methods like rating scales and 360 degree feedback. It also outlines an employer's responsibilities to provide a safe work environment, such as establishing health and safety committees, training programs, and open communication. The Occupational Safety and Health Act of 1970 is mentioned as the primary law governing workplace safety in the US. Ensuring job safety, reducing workplace stress, and the responsibilities of both employers and employees are also summarized.
Human resource management unit 3
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HRM involves planning, recruiting, selecting, training, developing, compensating, and maintaining the workforce. The key functions of HRM are acquisition, training, appraisal, compensation, labor relations, health and safety, fairness, motivation, and maintenance of employees. HRM helps achieve organizational goals through strategic workforce planning and developing high-performance work systems. Emerging trends shaping HRM include globalization, technological changes, workforce demographic shifts, and a need for more strategic and evidence-based approaches.
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AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
1比1仿制(csun毕业证书)加州州立大学北岭分校毕业证硕士文凭原版一模一样
原版一模一样【微信：741003700 】【(csun毕业证书)加州州立大学北岭分校毕业证硕士文凭】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
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哪里购买伯明翰大学毕业证（uob毕业证）学位证书原版一模一样
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本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Your Guide To Finding The Perfect Part-Time Job
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
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In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
一模一样(unh毕业证书)美国新罕布什尔大学毕业证学位证书案例原版一模一样
原版纸张【微信：741003700 】【(unh毕业证书)美国新罕布什尔大学毕业证、学位证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...
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This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...
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Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Rally Webinar Recruitment Marketing for High Volume Hiring.pdf
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
原版定制(ucdavis毕业证书)加州大学戴维斯分校毕业证学位证书电子版原版一模一样
原版一模一样【微信：741003700 】【(ucdavis毕业证书)加州大学戴维斯分校毕业证学位证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
The Rules Do Apply: Navigating HR Compliance
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
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Conflict
- 1. Unit 3
- 8. Intrapersonal Conflict • Approach-approach conflict – Selecting best alternative/solution to a problem. • Approach-avoidance conflict – Independence versus dependence – Cooperation versus competition – Impulsive versus controlled expression • Avoidance Conflict – Avoiding unwanted expenditures – Cutting down on budget
- 13. Crossed Transactions When two people turn away from each other without further discourse or dialogue after they had a disagreement, it is a case of crossed transaction. These are discomfort relationships.
- 14. Complementary Transactions It’s a transaction between individuals when one person’s ego state receives the appropriate response.
- 15. Ulterior Transactions Complex transactions involving more than two ego states. There is the social message – what we say, and the psychological message – what we mean.
- 16. Johari Window • It was developed by Joseph Luft and Harry Ingham. It helps in identifying: – The extent to which person can self-assess himself/herself. – The extent to which the person is known to others.
- 18. Life Positions • A combination of positive and negative assessments of self and somebody else. • Used to justify other decisions about ourselves and others to justify our behavior.
- 19. Conflict: Resolution • Lose-lose: Both entities tend to lose by making compromise. • Win-lose: One wins at the stake of others loss. • Win-Win: Both entities win, as the brainstorming of views and ideas to solve certain problems happen from positive perspective. • Transactional analysis: To resolve conflict, communication between two parties should resemble adult ego. • Changing people’s attitude and behavior
- 20. OTHER INTERGROUP CONFLICT RESOLUTION STRATEGIES: • Problem solving • Organizational restructuring • Alignment to common goals • Upgradation of resources • Not to let conflict happen • Collating similarities amongst group