Conflict management a
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This document discusses managing conflicts in the workplace. It provides strategies for effective cross-cultural communication such as gaining knowledge of other cultures and adjusting one's behavior. Common myths about conflict are debunked, noting that conflicts can be healthy if addressed properly. The document outlines a conflict cycle and provides tips for overcoming conflicts such as focusing on common goals and understanding other perspectives. Conflict management styles like avoidance, accommodation, and win-win approaches are examined.
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Conflict management a
- 1. Interpret and Manage Conflicts Within the Workplace
- 3. Our experiences include: Education Reading Encounters with others Religion Suffering Joy
- 5. If you want a good relationship with someone (especially from a different culture or background), the following process is followed: KNOWLEDGE RESPECT TRUST INTIMACY COOPERATION COLLABORATION
- 6. The key to effective cross-cultural communication is knowledge: Firstly, it is essential that people understand the potential problems of cross-cultural communication, and make a conscious effort to overcome these problems. Secondly, it is important to assume that one’s efforts will not always be successful, and adjust one’s behaviour accordingly.
- 7. Cultural differences are causing communication problems. Note the following: Be willing to be patient and forgiving Respond slowly and carefully Withdraw from the situation Active listening Intermediaries can be helpful Focus upon identifying points of common ground Soft bargaining Diplomacy Crisis situations - "cooling-off" The way one speaks
- 8. MYTHS ABOUT CONFLICT Conflict is dysfunctional in the workplace. All conflicts can be resolved. Conflict represents communication breakdown. If avoided, conflict will eventually go away. Conflicts always result in a winner and a loser.
- 9. Conflict Healthy vs Unhealthy Explore new ideas Test position and beliefs Stretch imagination
- 10. The Conflict Cycle “Stress arouses feelings. Feelings trigger Behaviour. Behaviour incites others. Others increase stress. And around it goes!” Wood & Long, 1991
- 11. 7 Steps of Problem Solving Recognize the problem Analyze the problem Identify possible causes Develop possible solutions Evaluate possible solutions Reach a decision Stimulate action
- 12. Basic Rules to Overcome Conflict Problems Isolate issues Search for common ground. Establish as many pertinent facts as possible. Not all conflicts are resolved, but all can be managed. Determine common goals Identify the emotions involved. Be positive about the conflict as a potential for development or improvement.
- 13. Strategies to dissolve Conflict Refuse to take things personally Understand the other person’s point of view set up a follow-up meeting If you can settle the argument here and now, by all means do so Sharpen your listening skills Can be settled here and now? Keep your cool Seek agreement
- 14. Style Characteristic Behaviour User Justification Avoidance Non-confrontational. Ignores or passes over issues. Denies issues. Differences too minor or too great to resolve. Attempts might damage relationships or create even greater problems. Accommodating Agreeable, non-assertive behaviour. Cooperates even at the expense of personal goals. Not worth risking damage to relationships or general disharmony. Win/Lose Confrontational, assertive and aggressive. Must win at any cost. Compromising Important all parties achieve basic goals and maintain good relationships. Aggressive but cooperative. Survival of the fittest. Must prove superiority. Most ethically or professionally correct. No one person or idea is perfect. There is more than one good way to do anything. You must give to get. Win-Win Needs of both parties are legitimate and important. High respect for mutual support. Assertive and cooperative. When parties will openly discuss and solutions can be found without anyone making a major concession.
- 16. The Conflict Cycle The conflict cycle was coined by Wood and Long and includes the idea of conflict between a student and a teacher. The needs within a student “clash” against the teacher’s expectations. And so the cycle continues…. The cycle can be set into motion by certain events.
- 17. Satisfying the Needs of Others Avoiding
- 18. Dealing with Difficult People The Abrasive Employee The Autocrat The Rebel The Aggressor The Bull in a China Shop The Hard-to-Predict
- 19. Six Behaviours That Stop Communication Judging Controlling Manipulating Superiority Certainty Indifference
- 20. Six Behaviours that Encourage Communication