A research report on conflict management inside Grameenphone office. For data source we conducted a face to face interview with employees of Grameenphone. Questionnaire method was used to collect data.
Special Thanks to GRAMEENPHONE!
Managing for Success at O&B
Focus on Coaching, approaching difficult situations, conflict management, escalation and tools/ resources to assist your management functions
This document discusses persuasive messages and strategies. It defines persuasive messages as efforts to change behavior or convince people. There are three main persuasive strategies: direct request, problem-solving, and sales patterns. The direct request strategy is used when the audience is willing to accept recommendations. The problem-solving strategy is effective when the audience has objections. The sales pattern uses logic rather than emotions for an resistant audience. Analyzing the situation, desired action, potential objections, strength of arguments, and organizational culture helps determine the best persuasive strategy.
This document discusses strategies for effectively delivering bad news to employees. It notes that delivering bad news is difficult but important, and emphasizes having empathy and preparing emotionally. It provides an example of an employee performing substandardly who needs improvement or will be dismissed. The author recommends choosing a private time to discuss this, listening to the employee's response, and using conflict resolution techniques like finding common ground and staying calm. The goal is to communicate clearly while understanding different perspectives.
This document discusses the process of customer care, complaint handling, and collecting dues to retain customers. It defines a customer as someone who uses paid products or services from an individual or organization. The key aspects of customer care are learning customer needs, analyzing complaints, developing relationships, and using two-way communication. When handling complaints, representatives should remain composed, apologize, address customers by name, and work with customers to find solutions. To collect dues and retain customers, organizations can make calls, send letters or faxes, do personal visits, or involve trade groups. There is a six stage process to collections that starts with billing and can progress to legal notices if needed. Maintaining good customer service is important to keep customers.
This document provides guidance on handling upset customers. It recommends listening to customers' complaints without interrupting, acknowledging their feelings with empathy, and clarifying the issue. The key is to resolve problems calmly and professionally while focusing on solutions within your control. The document outlines the "LAST" approach: Listen without interrupting, Apologize and show empathy, Solve the problem, and Thank the customer. It emphasizes allowing customers to vent, managing your own emotions, understanding issues from their perspective, following through on promises, and leaving customers feeling satisfied.
Service excellence - Handling Complaint Ismal Zeva
This document provides guidance on effectively handling customer complaints. It begins by defining a complaint and explaining why complaints are welcomed opportunities for businesses. It describes different types of complainers and emphasizes listening attentively, apologizing, solving issues, and thanking customers. The LAST approach is outlined for addressing complaints. Taking responsibility, staying positive, responding quickly, offering personalized service, and following up are advised. Managing communication through clear speaking and appropriate body language is also covered. The document encourages viewing complaints as opportunities to evaluate performance, create loyalty, improve satisfaction, and strengthen business.
This document provides tips for handling angry customers in a way that improves the customer relationship and turns complaints into opportunities. It advises listening without judgment to understand the customer's feelings and concerns. Representatives should remain calm and focus on solving the problem rather than blame. Resolving issues promptly is important to satisfy customers and earning their loyalty. Regular communication is also key when resolution may take longer than expected.
Managing for Success at O&B
Focus on Coaching, approaching difficult situations, conflict management, escalation and tools/ resources to assist your management functions
This document discusses persuasive messages and strategies. It defines persuasive messages as efforts to change behavior or convince people. There are three main persuasive strategies: direct request, problem-solving, and sales patterns. The direct request strategy is used when the audience is willing to accept recommendations. The problem-solving strategy is effective when the audience has objections. The sales pattern uses logic rather than emotions for an resistant audience. Analyzing the situation, desired action, potential objections, strength of arguments, and organizational culture helps determine the best persuasive strategy.
This document discusses strategies for effectively delivering bad news to employees. It notes that delivering bad news is difficult but important, and emphasizes having empathy and preparing emotionally. It provides an example of an employee performing substandardly who needs improvement or will be dismissed. The author recommends choosing a private time to discuss this, listening to the employee's response, and using conflict resolution techniques like finding common ground and staying calm. The goal is to communicate clearly while understanding different perspectives.
This document discusses the process of customer care, complaint handling, and collecting dues to retain customers. It defines a customer as someone who uses paid products or services from an individual or organization. The key aspects of customer care are learning customer needs, analyzing complaints, developing relationships, and using two-way communication. When handling complaints, representatives should remain composed, apologize, address customers by name, and work with customers to find solutions. To collect dues and retain customers, organizations can make calls, send letters or faxes, do personal visits, or involve trade groups. There is a six stage process to collections that starts with billing and can progress to legal notices if needed. Maintaining good customer service is important to keep customers.
This document provides guidance on handling upset customers. It recommends listening to customers' complaints without interrupting, acknowledging their feelings with empathy, and clarifying the issue. The key is to resolve problems calmly and professionally while focusing on solutions within your control. The document outlines the "LAST" approach: Listen without interrupting, Apologize and show empathy, Solve the problem, and Thank the customer. It emphasizes allowing customers to vent, managing your own emotions, understanding issues from their perspective, following through on promises, and leaving customers feeling satisfied.
Service excellence - Handling Complaint Ismal Zeva
This document provides guidance on effectively handling customer complaints. It begins by defining a complaint and explaining why complaints are welcomed opportunities for businesses. It describes different types of complainers and emphasizes listening attentively, apologizing, solving issues, and thanking customers. The LAST approach is outlined for addressing complaints. Taking responsibility, staying positive, responding quickly, offering personalized service, and following up are advised. Managing communication through clear speaking and appropriate body language is also covered. The document encourages viewing complaints as opportunities to evaluate performance, create loyalty, improve satisfaction, and strengthen business.
This document provides tips for handling angry customers in a way that improves the customer relationship and turns complaints into opportunities. It advises listening without judgment to understand the customer's feelings and concerns. Representatives should remain calm and focus on solving the problem rather than blame. Resolving issues promptly is important to satisfy customers and earning their loyalty. Regular communication is also key when resolution may take longer than expected.
The document discusses complaint handling and provides guidance on effectively resolving customer complaints. It begins by defining complaints and explaining why they are important to address. It then describes different types of complainers and recommends communicating with them in a calm, rational manner. The document outlines the LAST approach to handling complaints, which involves listening attentively, apologizing and empathizing, solving the issue, and thanking the customer. It emphasizes taking ownership of complaints without blaming others, and provides tips for effective communication and behaviors to avoid. The document also discusses solving specific types of complaints, maintaining efficient work practices, and the importance of following up to ensure customer loyalty.
This document provides an overview of a training on delivering excellent customer service. It is divided into multiple modules that cover key topics such as defining customers, the impact of poor customer service, modeling excellent service, and adopting the FISH philosophy of customer service. The training utilizes exercises, discussions, and assessments to engage participants in understanding excellent service and how to provide it to both internal and external customers.
This document provides guidance on handling customer complaints. It discusses identifying complaints as gifts that provide opportunities to improve service and retain customers. Key steps for handling complaints include listening actively, apologizing, acknowledging the problem, explaining actions, and following up. Complaints should be addressed promptly, respectfully, and with the goal of resolving the customer's underlying needs and concerns. Service recovery aims to turn unhappy customers into advocates by remedying failures efficiently and compensating customers.
This document provides training on customer service for mandatory staff training. It covers key learning outcomes around understanding customers, applying service standards, and developing basic customer service skills. Specific skills covered include active listening, asking questions, dealing with difficult customers, and managing thinking traps to protect wellbeing during challenging interactions. The goal is to ensure all staff understand excellent customer service and can deliver a positive experience for customers within 60 seconds of first contact.
This document discusses customer complaints and their handling. It defines a complaint as an expression of dissatisfaction or unacceptable situation. Complaints arise due to differing expectations and grievances. When handling complaints, it is important to believe the customer, listen without being defensive, apologize even if not at fault, solve or satisfy the issue, and thank the customer. Proper body language like making eye contact, nodding, and smiling is also important when dealing with angry customers. Some magic words and phrases can help de-escalate situations. Overall, complaints should be viewed as opportunities for improvement rather than problems.
This document provides tips for having difficult conversations. It advises to see difficult conversations as opportunities rather than obstacles. When having the conversation, plan what you will say and your responses. Choose an appropriate time and place and take emotion out of the discussion. Get straight to the point by clearly explaining what needs to change and why. Listen to the other person's response without getting derailed from your message. Keep the conversation respectful, constructive, and honest. Agree on next steps and commitments to move forward.
This document discusses the importance of customer service and employee commitment. It provides tips for motivating employees, such as getting excited yourself, hiring motivated people, measuring performance, and profit sharing. Good customer service experiences less stress and saves time. Keys to good customer service include listening, anticipating needs, making customers feel important, helping them understand systems, appreciating feedback, and treating employees well. Customer loyalty is more valuable than satisfaction. Employee loyalty is the foundation for customer loyalty.
customer management, handling difficult guest or customer, rude customer management, focusing on customer, all about customer, how to win customer's attitude, how to increase profitability with customer management
This document outlines 7 key skills for successful negotiation: preparation, patience, active listening, emotional control, verbal communication, problem solving, and reliability. It discusses each skill in 1-2 paragraphs, emphasizing the importance of preparation (responsible for 90% of success), listening to understand other perspectives, maintaining emotional control, clearly communicating your position, focusing on problem-solving rather than goals, keeping promises to build trust, and being reliable. Mastering these 7 negotiation skills can help you achieve win-win agreements.
The document provides guidance on effectively communicating bad news messages in writing. It discusses using an indirect plan with a buffer, explanation, implied or expressed decision, and friendly positive close. Specific bad news scenarios are covered, such as credit refusals, order refusals, and announcing price increases. The document emphasizes conveying the news in a fair, reasonable manner while maintaining a positive relationship with the reader.
7 Communications And Problem Solving In Customer Servicecavendish college
The document discusses various topics related to customer service communications including different communication methods, listening skills, voice inflection, answering calls, problem solving, and conflict resolution. It provides details on each topic and gives examples and suggestions for effective customer service.
This document discusses customer complaints and their management. It defines a customer complaint as an expression of dissatisfaction by a consumer regarding a product or service. Management learns about customer dissatisfaction through complaints ("the voice") or when customers stop buying or using services ("exit"). Common reasons for complaints include service content, delivery, quality, personnel, requests, communications, response time, documentation, billing, follow-up, and others. The document provides tips for handling complaints which include listening to customers, maintaining good body language, apologizing, taking action, following up, recording complaints, and thanking customers.
This document provides guidance on writing effective bad news messages. It discusses that bad news messages inform readers of disappointing or unfavorable information. There are two categories of bad news messages: negative replies to requests and unfavorable unsolicited messages. The document recommends maintaining a positive attitude when writing bad news, and outlines two approaches - indirect or direct - for organizing a bad news message. The indirect approach buffers the bad news with pleasantries before providing an explanation and decision, while the direct approach states the bad news initially. Both should conclude on a positive note.
Negotiation is a dialogue between two or more parties, with the intent of coming to a mutually agreed solution, because each party has something the other wants.
Successful negotiation is an art form that comes naturally to some, but must be learned by most.
Peter Looney, a project manager at IT company Globus Inc., agreed to an unrealistic deadline for a software development project for client Maxwell Telecommunications. When issues arose, Peter had not properly negotiated terms for extensions or additional requirements. As a result, Globus incurred losses due to penalties, increased scope without updated terms, and overtime costs. The document emphasizes the importance of negotiation skills for professionals to avoid such problems and instead reach mutually agreeable solutions through open discussion and compromise.
This document provides guidance on decision making. It discusses collecting key information by asking questions to identify information gaps, timing of inquiries, and methods of asking questions. It also recommends meeting with others to brainstorm options, being creative in evaluating multiple options, not procrastinating, and avoiding self-doubt. Monitoring outcomes and learning from decisions is also advised. Leadership methods like autocratic, collective, democratic, and consensus-based approaches are outlined. Steps for making ethical decisions and being culturally sensitive are presented.
Managers spend 24% of their time resolving conflicts. While conflicts cause tension, they can have benefits if resolved constructively, including improving team culture, clarifying goals and doubts, and speeding up change. You need a conflict resolution mechanism to manage tensions from conflicts and prevent polarization from turning destructive. Common conflict resolution methods include negotiation, mediation, arbitration, and understanding interests, fairness perceptions, and using influencing styles appropriately.
Managing team and organizational conflictMasum Hussain
This document discusses managing team and organizational conflict. It begins by defining team conflict and discussing its nature. It then provides a six-step procedure for dealing with conflict in teams that involves listening, understanding other perspectives, showing concern for relationships, finding common ground, generating new solutions, and reaching agreements. It also discusses types of team conflicts, sources of conflict, and effective ways to deal with team conflict. For organizational conflict, it covers types, causes, positive and negative outcomes, and effects on performance. Finally, it discusses conflict resolution, resolution of organizational conflict, and benefits of proper conflict management.
The document discusses complaint handling and provides guidance on effectively resolving customer complaints. It begins by defining complaints and explaining why they are important to address. It then describes different types of complainers and recommends communicating with them in a calm, rational manner. The document outlines the LAST approach to handling complaints, which involves listening attentively, apologizing and empathizing, solving the issue, and thanking the customer. It emphasizes taking ownership of complaints without blaming others, and provides tips for effective communication and behaviors to avoid. The document also discusses solving specific types of complaints, maintaining efficient work practices, and the importance of following up to ensure customer loyalty.
This document provides an overview of a training on delivering excellent customer service. It is divided into multiple modules that cover key topics such as defining customers, the impact of poor customer service, modeling excellent service, and adopting the FISH philosophy of customer service. The training utilizes exercises, discussions, and assessments to engage participants in understanding excellent service and how to provide it to both internal and external customers.
This document provides guidance on handling customer complaints. It discusses identifying complaints as gifts that provide opportunities to improve service and retain customers. Key steps for handling complaints include listening actively, apologizing, acknowledging the problem, explaining actions, and following up. Complaints should be addressed promptly, respectfully, and with the goal of resolving the customer's underlying needs and concerns. Service recovery aims to turn unhappy customers into advocates by remedying failures efficiently and compensating customers.
This document provides training on customer service for mandatory staff training. It covers key learning outcomes around understanding customers, applying service standards, and developing basic customer service skills. Specific skills covered include active listening, asking questions, dealing with difficult customers, and managing thinking traps to protect wellbeing during challenging interactions. The goal is to ensure all staff understand excellent customer service and can deliver a positive experience for customers within 60 seconds of first contact.
This document discusses customer complaints and their handling. It defines a complaint as an expression of dissatisfaction or unacceptable situation. Complaints arise due to differing expectations and grievances. When handling complaints, it is important to believe the customer, listen without being defensive, apologize even if not at fault, solve or satisfy the issue, and thank the customer. Proper body language like making eye contact, nodding, and smiling is also important when dealing with angry customers. Some magic words and phrases can help de-escalate situations. Overall, complaints should be viewed as opportunities for improvement rather than problems.
This document provides tips for having difficult conversations. It advises to see difficult conversations as opportunities rather than obstacles. When having the conversation, plan what you will say and your responses. Choose an appropriate time and place and take emotion out of the discussion. Get straight to the point by clearly explaining what needs to change and why. Listen to the other person's response without getting derailed from your message. Keep the conversation respectful, constructive, and honest. Agree on next steps and commitments to move forward.
This document discusses the importance of customer service and employee commitment. It provides tips for motivating employees, such as getting excited yourself, hiring motivated people, measuring performance, and profit sharing. Good customer service experiences less stress and saves time. Keys to good customer service include listening, anticipating needs, making customers feel important, helping them understand systems, appreciating feedback, and treating employees well. Customer loyalty is more valuable than satisfaction. Employee loyalty is the foundation for customer loyalty.
customer management, handling difficult guest or customer, rude customer management, focusing on customer, all about customer, how to win customer's attitude, how to increase profitability with customer management
This document outlines 7 key skills for successful negotiation: preparation, patience, active listening, emotional control, verbal communication, problem solving, and reliability. It discusses each skill in 1-2 paragraphs, emphasizing the importance of preparation (responsible for 90% of success), listening to understand other perspectives, maintaining emotional control, clearly communicating your position, focusing on problem-solving rather than goals, keeping promises to build trust, and being reliable. Mastering these 7 negotiation skills can help you achieve win-win agreements.
The document provides guidance on effectively communicating bad news messages in writing. It discusses using an indirect plan with a buffer, explanation, implied or expressed decision, and friendly positive close. Specific bad news scenarios are covered, such as credit refusals, order refusals, and announcing price increases. The document emphasizes conveying the news in a fair, reasonable manner while maintaining a positive relationship with the reader.
7 Communications And Problem Solving In Customer Servicecavendish college
The document discusses various topics related to customer service communications including different communication methods, listening skills, voice inflection, answering calls, problem solving, and conflict resolution. It provides details on each topic and gives examples and suggestions for effective customer service.
This document discusses customer complaints and their management. It defines a customer complaint as an expression of dissatisfaction by a consumer regarding a product or service. Management learns about customer dissatisfaction through complaints ("the voice") or when customers stop buying or using services ("exit"). Common reasons for complaints include service content, delivery, quality, personnel, requests, communications, response time, documentation, billing, follow-up, and others. The document provides tips for handling complaints which include listening to customers, maintaining good body language, apologizing, taking action, following up, recording complaints, and thanking customers.
This document provides guidance on writing effective bad news messages. It discusses that bad news messages inform readers of disappointing or unfavorable information. There are two categories of bad news messages: negative replies to requests and unfavorable unsolicited messages. The document recommends maintaining a positive attitude when writing bad news, and outlines two approaches - indirect or direct - for organizing a bad news message. The indirect approach buffers the bad news with pleasantries before providing an explanation and decision, while the direct approach states the bad news initially. Both should conclude on a positive note.
Negotiation is a dialogue between two or more parties, with the intent of coming to a mutually agreed solution, because each party has something the other wants.
Successful negotiation is an art form that comes naturally to some, but must be learned by most.
Peter Looney, a project manager at IT company Globus Inc., agreed to an unrealistic deadline for a software development project for client Maxwell Telecommunications. When issues arose, Peter had not properly negotiated terms for extensions or additional requirements. As a result, Globus incurred losses due to penalties, increased scope without updated terms, and overtime costs. The document emphasizes the importance of negotiation skills for professionals to avoid such problems and instead reach mutually agreeable solutions through open discussion and compromise.
This document provides guidance on decision making. It discusses collecting key information by asking questions to identify information gaps, timing of inquiries, and methods of asking questions. It also recommends meeting with others to brainstorm options, being creative in evaluating multiple options, not procrastinating, and avoiding self-doubt. Monitoring outcomes and learning from decisions is also advised. Leadership methods like autocratic, collective, democratic, and consensus-based approaches are outlined. Steps for making ethical decisions and being culturally sensitive are presented.
Managers spend 24% of their time resolving conflicts. While conflicts cause tension, they can have benefits if resolved constructively, including improving team culture, clarifying goals and doubts, and speeding up change. You need a conflict resolution mechanism to manage tensions from conflicts and prevent polarization from turning destructive. Common conflict resolution methods include negotiation, mediation, arbitration, and understanding interests, fairness perceptions, and using influencing styles appropriately.
Managing team and organizational conflictMasum Hussain
This document discusses managing team and organizational conflict. It begins by defining team conflict and discussing its nature. It then provides a six-step procedure for dealing with conflict in teams that involves listening, understanding other perspectives, showing concern for relationships, finding common ground, generating new solutions, and reaching agreements. It also discusses types of team conflicts, sources of conflict, and effective ways to deal with team conflict. For organizational conflict, it covers types, causes, positive and negative outcomes, and effects on performance. Finally, it discusses conflict resolution, resolution of organizational conflict, and benefits of proper conflict management.
Frustrated? Avoid Arguments in the Workplace with Allen School's Conflict Res...Allen School
Office politics frustrate everyone.. but don't let push come to shove! If you're unhappy in your work environment or frustrated with the actions of a coworker or patient, use these tips to overcome obstacles in a professional manner.
Interview TwoExplain your approach to maintaining high stand.docxnormanibarber20063
Interview Two
Explain your approach to maintaining high standards and improving poor performance in a team.
I think the key is to hone in one the strengths and weaknesses of the team. See what works for each member and play to those things. As a group, working together may be a hard task, but is an essential key to completion of the main goal of the group. Communication is another major component of improving performance. On both levels, it is important everyone respectfully acknowledges corrective criticism.
How do you deal with difficult customers?
With difficult customers it is important that you listen to understand and not listen to respond. An angry or irate customer does not like too much back and forth conversation without much action. Be apologetic for the circumstances beyond your control do what you can within your level of ability and IF you can go the extra mile, it is important to do so. We have all been on the other side, so it is important to view every situation from the standpoint and ask, what would I have wanted to be done for myself?
Research Question
What is the impact of leadership style on employee's job satisfaction?
Team conflict management/ Team Communication
Resolving Team Conflict
· Prepare for Resolution
· Acknowledge the conflict
· Discuss the impact
· Agree to a cooperative process
· Agree to communicate
Understand the Situation
· Clarify positions
· List facts, assumptions and beliefs underlying each position
· Analyze in smaller groups
· Convene back as a team
· Reach Agreement
Team Communication
· Cohesiveness
· Sharing
· Professional Development
When a team is having conflict you have to acknowledge the issue in order to resolve the problem; by acknowledging the issue you will be able discuss the impact that the conflict is having on the group. Everyone in the group should agree to cooperate with finding a solution to end the conflict in order to get the group’s mission accomplished. In order for the process to work everyone will need to keep the line of communication open, with an open line of communication the team will need to come to an understanding of what the conflict is about. Everyone will not have the same perspective, so everyone should at least respect and acknowledge each of the team members’ opinions. Take everyone’s input and list facts, assumptions and beliefs underlying each position; once this is broken down go into smaller groups and analyze and dissect each position presented. By considering the facts, assumptions, beliefs and decision making that lead to other people's positions, the group will gain a better understanding of those positions. After the group dialogue, each side is likely to be much closer to reaching agreement. Now that all parties understand the others' positions, the team must decide what decision or course of action to take. With the facts and assumptions considered, it's easier to see the best action to take and reach an agreement. After reaching an agreem.
This document discusses strategies for moving from conflict to collaboration in the workplace. It recommends adjusting one's outlook to expect constructive changes, finding common ground, building relationships through open communication, proceeding in small steps, keeping a broad perspective, managing emotions, taking breaks when needed, distinguishing intentions from impacts, and using a four phase process of identifying problems, generating solutions, formulating action plans, and following up. It also outlines eight potential dangers of collaboration, such as not knowing the answer, unclear roles, loss of control, slower decisions, increased workload, bruised egos, diffusion of accountability, and lack of immediate results.
Conflict arises when the goals, values or interests of individuals or groups are incompatible and they obstruct each other from achieving their objectives. There are several types of conflict including interpersonal, intragroup, intergroup, and interorganizational. Conflict is inevitable in workplaces and can be caused by issues like poor communication, insufficient resources, personality clashes, and leadership problems. However, conflict can be minimized through actions such as clarifying job roles, building relationships, providing status updates, training, and holding management meetings. People address conflict using different modes like avoiding, accommodating, competing, compromising, and collaborating.
The document defines and discusses different types of conflicts that can occur including intrapersonal, interpersonal, intragroup, and intergroup conflicts. It provides details on the causes and nature of each type of conflict and recommends steps that can be taken to effectively manage and resolve conflicts, such as defining the issues, examining different perspectives and solutions, and making collaborative decisions.
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.
Dr. Rick Goodman lists some of the most common causes of conflict, and some tips for managing it. For more information on conflict management and workplace conflict resolution visit http://www.rickgoodman.com or http://advantagecontinuingeducationseminars.com/
The document discusses organizational conflicts and resolution. It defines conflict and outlines its features, types, levels, and causes. The key levels of conflict described are individual, interpersonal, group, and organizational. Conflict can be functional or dysfunctional for an organization. Common causes include differences in goals, resources, roles, and communication issues. The document also examines conflict outcomes such as win-win, win-lose, lose-lose, and compromise. It discusses strategies for conflict management, handling, and resolution including forcing, problem-solving, compromising, withdrawing, and yielding.
Question 6 Project Communications ManagementPart A) A project man.pdfalamshoes001
Question 6 Project Communications Management:
Part A) A project manager (PM) should focus on actively managing stakeholders’ expectations.
This includes addressing concerns that have not yet become issues and clarifying issues that have
been identified. In order to be successful at these tasks, the PM needs to develop interpersonal
and management skills. Several important interpersonal skills for a PM are the ability to build
trust, resolve conflicts, and overcome resistance to change. Management skills include
presentation/public speaking, negotiating, and writing. Pick one of these critical interpersonal or
management skills and discuss your personal experience(s) with this skill. Then explain this skill
to the class as if you were trying to assist a colleague in better developing that skill.
Part B) Reporting performance is an essential part of project communications management.
Project managers spend a significant amount of time creating various types of reports. The most
obvious forms of reporting are reporting on status, current performance, work to be completed,
and approved changes. Based on your experience or cases in the literature, characterize the types
of reporting that are required of project managers, the content of such reports, and the frequency
of the reports.
Solution
Part A) Let us Pick Negotiating skill from Management skills. Let us know briefly about
negotiation before knowing further.
Negotiation is a strategic discussion that resolves an issue in a way that both parties find
acceptable. In a negotiation, each party tries to persuade the other to agree with his or her point
of view. Negotiation is essential to healthy professional relationships. Learning how to merge the
wants and needs of the group and build mutually viable solutions is key to a healthy, happy work
life.
Personal experience with Negotiation skills:
1) Preparing for the negotiation: Before you actually start any negotiation take a few moments or
a few weeks, depending on the importance and complexity of the negotiation, to prepare for the
negotiation session.
a. Separate facts from assumptions. I usuall try to Understand about the situation and what I
assume to be true.
b. Validate facts. Sometimes facts change. I will make sure information is current. If I can\'t do
this, I will consider the unverified facts to be assumptions
c. Validate assumptions. Assumptions should be validated by third party confirmation or simply
asking the other person if they are valid.
d. Test assumptions. Assumptions that can\'t be validated need to be tested or discarded.
Erroneous assumptions can impair an otherwise sound negotiating strategy. I will not set myself
up for failure relying on an invalidated assumption because I like it or it helps my case.
e. Adjust your strategies. Using the newly acquired information, I will make sure initial
strategies, objectives and goals are still appropriate. The new information can often change
strategies and on occasion can obviate .
This document discusses organizational conflict and its management. It defines conflict as occurring when one party negatively affects something important to another party. Conflict arises from disagreements over goals or methods. There are five stages of conflict: potential opposition, cognition/personalization, intentions, behavior, and outcomes. Conflict can be functional if it improves group performance, or dysfunctional if it hinders performance. Methods for managing conflict include collaboration, compromise, avoidance, smoothing, and authoritative command. The goal is to resolve conflicts in a win-win manner when possible.
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 ...
Using Feedback to Resolve Workplace ConflictSeetha Rani KP
Conflict resolution can be conducted through a variety of techniques. The technique I follow relies heavily upon feedback. It is vital to gain feedback and understand the context of the situation. Next, use an example of conflict as a result of that particular behaviour and go over the result and its impact.
The document defines conflict and describes the main types: interpersonal, intrapersonal, and intergroup. Interpersonal conflict includes pseudo-conflict, simple conflict, and ego conflict. Intrapersonal conflict involves approach, avoidance, and mixed-motive conflicts within an individual. Intergroup conflict arises from opposing group goals, resources, or cultural differences. The document also discusses conflict management strategies like avoiding, accommodating, competing, compromising, and collaborating.
The document discusses several key points about handling conflict in the workplace:
1. Conflict is a natural part of any team that, if handled constructively, can promote growth and problem solving.
2. Common sources of workplace conflict include differences in preferred work methods, sharing of limited resources, priorities, personality styles, power struggles, and underlying values.
3. When resolving conflicts, parties should clearly identify the problem, allow all perspectives to be heard, identify desired outcomes, find compromises, and consider preventative measures going forward.
4. Fostering a culture of civility and maintaining good relationships can help reduce conflicts in the workplace.
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 Mangement: A study on Grameenphone Limited.
1. A Research Report
On
Conflict Management
Human Resource Management
American International University
Bangladesh
Date: 2.12.2018
2. Prepared for
ABDUL KADER NAZMUL
American International University Bangladesh
Prepared By
ABDULLAH,MD TUSHAR 17-35769-3
PRACHURJO,AHSAN KARIM 17-35619-3
RAHMAN,MOHIUR 17-35823-3
KHAN,FAHIM SHABAB 17-35631-3
1
3. Table of Content
Serial Topic Page
1 Acknowledgement 03
2 Executive summary 04
3 Organization Overview 05
4 Statement of the Problem and
Solution
06-13
5 Conclusions 14
6 References 14
2
4. Acknowledgment
This research paper would never have been possible without the support and guidance of
various people at Grameenphone. Firstly, I would like to thank you Md. Rajib Khan(Head of
Strategic Accounts).He has taught us the methodology to carry out the research and to
present the research works as clearly as possible. Furthermore, I also thank to my team
members without them I can’t properly complete this research paper.
3
5. Executive summary
Every organization encounters conflicts on a daily basis. The conflicts cannot be avoided,
but it is possible to manage them in a way that we recognize them on time. It is necessary
to continuously track the organizational signals which point to them Existence. Conflicts are
experienced every day by both individuals and groups. Conflict appears in a social situation
as any disagreement over the issues of substance or emotional antagonism that create
friction between individuals or groups. Conflicts can be constructive or destructive.
Depending on the nature, conflict can be perceived, latent, manifest, line and staff,
organized and unorganized conflict. Most typically, conflicts develop through a series of
stages, beginning with
antecedent conditions and progressing into manifest conflict. If we do not react duly, this
can lead to the situation that the conflict itself manages the organization. One of the more
important determinants of productivity, efficiency and performance, and finally job
contentment is also the conflict as an independent variable of organizational behavior. By
this paper we want to highlight the process of conflicts management process. We will
show the relationship between the level of conflict and impact on the organization
performance.
4
6. CONFLICT MANAGEMENT: A study
on Grameenphone Limited
Grameenphone Limited
Bangladesh is a huge market for the telecommunication business. There are six major
mobile companies that are currently operating its business in Bangladesh. Grameenphone
is the leading telecommunication company of Bangladesh. Today Grameenphone has 20
million subscribers among them they have a large number of corporate houses. In order to
compete in the strongly competitive market the mobile companies have to use appropriate
communication tools to attract the potential target group and to create a strong value of
the organization. I have tried to compile the perception that the customers of
Grameenphone hold in their minds. A primary research was carried on "The perception of
Grameenphone in the minds of its customers". Grameenphone Ltd. is one of the legends in
this telecommunication sector of Bangladesh through their services to the customers.
Rationale of the study
Handling conflict management an Important Life Skill. Conflict is a common, inevitable
part of life. It exists because people don't always get along or agree. When conflict is
resolved effectively, it leads to many benefits, such as accomplishing goals and
strengthening relationships. The key to resolving conflict is identifying true rather than
perceived threats and then finding strategies to solve them. Every day we face various
type of conflicts, it can be in your work team or it can be your in daily life. But we have to
know the strategy of conflicts how to resolve them properly.
5
7. Statement of the problem
1.How to handle conflict within team?
2.How to deal with angry customers who complain about product/services?
3.How to deal with a coworker that you have conflicted with?
4.How do you manage to work with people whom you’re not comfortable with?
Question 1
How to handle conflict within team?
Conflict is pretty much inevitable when you work with others. People have different
viewpoints and, under the right set of circumstances, those differences escalate to
conflict. How you handle that conflict determines whether it works to the team's
advantage, or contributes to its demise. You can choose to ignore it, complain about it,
blame someone for it, or try to deal with it through hints and suggestions; or you can be
direct, clarify what is going on, and attempt to reach a resolution through common
techniques like negotiation or compromise. It's clear that conflict has to be dealt with, but
the question is how: it has to be dealt with constructively and with a plan, otherwise it's too
easy to get pulled into the argument and create an even larger mess.
Resolving Conflict:
When a team oversteps the mark of healthy difference of opinion, resolving conflict
requires respect and patience. The human experience of conflict involves our emotions,
perceptions, and actions; we experience it on all three levels, and we need to address all
three levels to resolve it. We must replace the negative experiences with positive ones.
6
8. Step 1: Prepare for Resolution:
• Acknowledge the conflict – The conflict has to be acknowledged before it can be
managed and resolved. The tendency is for people to ignore the first signs of conflict,
perhaps as it seems trivial, or is difficult to differentiate from the normal, healthy
debate that teams can thrive on. If you are concerned about the conflict in your team,
discuss it with other members. Once the team recognizes the issue, it can start the
process of resolution.
• Discuss the impact – As a team, discuss the impact the conflict is having on team
dynamics and performance.
• Agree to a cooperative process – Everyone involved must agree to cooperate in to
resolve the conflict. This means putting the team first, and may involve setting aside
your opinion or ideas for the time being. If someone wants to win more than he or she
wants to resolve the conflict, you may find yourself at a stalemate.
• Agree to communicate – The most important thing throughout the resolution process
is for everyone to keep communications open. The people involved need to talk about
the issue and discuss their strong feelings. Active listening is essential here, because to
move on you need to really understand where the other person is coming from.
Step 2: Understanding the situation:
Once the team is ready for resolving the conflict. They need to understand the purpose
of everyone point of view. Take time to make sure that each person's position is heard
and understood. Remember that strong emotions are at work here so you have to get
through the emotion and reveal the true nature of the conflict.
• Clarify positions – Whatever the conflict or disagreement, it's important to clarify
people's positions. Whether there are obvious factions within the team who support a
particular option, approach or idea, or each team member holds their own unique
view, each position needs to be clearly identified and articulated by those involved.
• Analyze in smaller groups – Break the team into smaller groups, separating people
who are in alliance. In these smaller groups, analyze and dissect each position, and the
associated facts, assumptions and beliefs.
• Convene back as a team – After the group dialogue, each side is likely to be much
closer to reaching agreement. The process of uncovering facts and assumptions allows
people to step away from their emotional attachments and see the issue more
objectively. When you separate alliances, the fire of conflict can burn out quickly, and it
is much easier to see the issue and facts laid bare.
7
9. Step 3: Reach Agreement:
Now that all parties understand the others' positions, the team must decide what decision
or course of action to take. With the facts and assumptions considered, it's easier to see
the best of action and reach agreement.
If further analysis and evaluation is required, agree what needs to be done, by when and
by whom, and so plan to reach agreement within a particular timescale. If appropriate,
define which decision making and evaluation tools are to be employed.
If such additional work is required, the agreement at this stage is to the approach itself:
Make sure the team is committed to work with the outcome of the proposed analysis and
evaluation
Question 2
How to deal with angry customers who complain about product/services?
Customers get rude or angry for a variety of reasons—some justified, some not. But since
you’re in business to serve your customers, you’ll likely encounter rude or angry individuals
at one time or another. How you respond can make the difference between a customer who
feels satisfied with the resolution and one who vows never to patronize your business
again.
Remain calm- When a customer starts yelling or being otherwise rude, there is nothing to
be gained by responding in a similar manner. In fact, that will probably escalate hostilities.
Maintain control of yourself, even if the customer’s tirade makes you feeling like yelling
yourself.
8
10. Use your best listening skills- The first thing an angry customer wants are to vent. To do so,
they need someone to listen and for better or worse, you are that person. Listening
patiently can defuse a situation, as long as the customer feels acknowledged in his or her
complaint. Hear them out. When they are done talking, summarize what you’ve heard and
ask any questions to further clarify their complaint. Body language can be critically
important here. Keep eye contact. Stand or sit up straight. Keep your arms
uncrossed. Show how closely you’re paying attention to their problem.
Apologize- In one a study at the Carey School of Business at Arizona State University, 37%
of customers were satisfied with service recovery when they were offered something of
monetary value. But when the business added an apology on top of the compensation,
satisfaction doubled to 74%.
Value of Apology
Offer the Solution- After apology the customer wants to hearing a solution. Once you
understand why the customer is unhappy, it is time to offer a solution. Ask him what he
feels should be done or put forward your own fair and realistic answer to the problem. In
most cases, that’s all the customer is looking for—and may result in providing some
degree of satisfaction.
Agreeing Solution- When Customer get the solution you need to evaluate the customer
satisfaction, is he happy with the solution or not. If they don’t happy you need to find
another alternative solution.
9
11. Question 3
How to deal with a coworker that you have conflicted with?
Everyone has a bad day but if conflicts with your co-workers are affecting your work or
making you seriously miserable, you need to do something about it. First, take a look at the
material in Difficult people and see whether the conflict you have can be addressed with
the Agree Empathize-Inquire strategy.
• As you might expect, you need to control your emotions. You aren't going to make
good decisions in an emotional state. If a co-worker has made you totally nuts, take a
timeout and go someplace where you can calm yourself and review the situation.
• Make sure you have the facts and understand the situation. Is it possible that you got
emotional and are misinterpreting what is going on? It might be helpful to jot down
the situation as you see it and review it a day later just to see if your perspective has
changed.
• Is it really a problem? This is totally up to you. Maybe after reflecting for a day, you'll
decide that whatever is going on isn't really a problem for you. In that case, forget
about it. If it is a problem - you need to do something about it. No problem in the
history of human relations was ever resolved by being ignored.
• Don't go to your boss with every issue. First try to resolve the problem with your co-
worker before escalating to your boss. Your boss will appreciate it.
• Talk to your co-worker. You knew that was coming, didn't you? Don't email them,
don't phone them if they are in the same office - find a time when the two of you can
be alone and say "I think we are having some challenges in the way we are working
together. Do you have some time now to talk about it?". Email is an especially bad
way to deal with problems. The tone doesn't come across and email can be easily
misunderstood. Avoid flame wars.
• Give them your perspective from your point of view. This is really important. Don't
say "You are making fun of me in meetings." Use 'I-phrases'. "I interpreted your
comments in the meeting as minimizing my contribution. Do you feel that I'm not
pulling my weight?" Don't accuse your co-worker, or you will quickly get into an
escalated confrontation. Tell them how you see the situation and how it makes you
feel.
10
12. • Suggest solutions. Make positive statements ("I would like it if you would take the
time to consider my suggestions") rather than negative statements ("I hate it when
you ignore me").
• Be prepared to accept criticism. Maybe you are doing something that is driving your
co-worker to act out. Listen carefully and use agree-empathize-inquire.
Shared goals
Given that you are all at the same company, and maybe even in the same organization, you
will have shared goals. The problem arises when those priorities aren’t clear, you have
different interpretations of those goals, there are hidden goals, or someone is focused on
their own goals.
Start with the assumption that you ultimately have some shared goals with this person. You
will need to work to get everyone on the same page with what those goals are, but it is
possible. I will have more on this strategy later.
This is one of the most effective techniques. I often find that we get too focused on the
lower-level goals of our team and ourselves. We have our quarterly MBOs that we have to
hit, so we keep our eyes on the prize. When this happens, people dig in and refuse to budge
on issues that will impact their personal goals
111
13. What if you are unable to solve the problem?
• Ask a few other people in the office if they see the conflict. And I mean, a "few". Just
a couple of close friends. You don't want everyone in the office to start taking sides.
Something like "It seems to me that Freida is ignoring me in meetings. Is that how you
see it?" What you want here is confirmation that the problem is serious enough to
escalate.
• Enlist a common friend as a mediator. Maybe. If there is someone you both trust and
are friendly with, ask them if they can help you resolve the problem. "How can I work
better with Freida?" But give them the opportunity to say 'no'. They may not want to
get involved, and that's perfectly ok. It's your problem, not theirs. Use your
judgment.
• Talk with your boss. Really, this is the last resort. Your boss isn't going to be happy
about this conflict. You'll want to pose this as a question: "I've been having a problem
with Frieda and I'd like your advice. Do you have any ideas on what I should do next?"
Question 4
How do you manage to work with people, with whom you are uncomfortable?
Stay Calm and Focused
Difficult people can easily derail even the most reasonable and even-tempered employee,
but flying off the handle never improves the situation. By staying calm and focused on the
task at hand, you may help to defuse the situation and calm the difficult person down.
See from the Other Person’s Eyes
Being yelled at or spoken to gruffly causes a natural defensive instinct to kick in. However,
allowing this reaction to dictate the situation can cause escalation and make it difficult to
remain productive. Being compassionate and trying to understand where the other person
is coming from may help you to determine how best to approach the issue at hand.
Act with Respect
Maintaining a respectful attitude towards a difficult customer or coworker can be hard
when it feels like the person is directly attacking you, but being disrespectful can aggravate
the person. By adding fuel to the fire, you may also find yourself taking some of the blame
and penalty. Maintaining respect for the person will help keep the situation civil and may
make it easier to repair the relationship later on.
112
14. Help the Person Empathize with You
Explaining where you are coming from can make a world of difference in some situations.
In some cases, people that seem difficult may be giving resistance because they feel that
you are being difficult. Working through a situation can help both you and the other person
to understand where one another are coming from.
Focus on Forward Motion
Finding a positive solution for a problem can help to deflate a situation by removing the
stress component. Difficult people are often really just stressed out or frustrated people, so
helping them to resolve the source of that stress can put the focus where it belongs instead
of on you.
Separate from the Person
It may seem like a grade school solution, but if a difficult person remains difficult in spite of
attempts to work with them or understand them, it might be necessary to stay away from
the person as much as possible. This may be easier in some workplaces and positions than
others. If necessary, it may help to speak with management or human resources to set up
alternating work schedules or to request office location changes.
Escalate to Higher Authority
Bringing a personal conflict to management should be the last resort for resolution, but
may be necessary if the difficult person is impacting your ability to work. Management has
authority to make changes and provide solutions above and beyond what is possible for
employees, so reporting to management can help to definitively resolve issues with
difficult people.
113
15. Conclusions
Productively engaging in conflict is always valuable. Most people are willing and interested
in resolving their conflicts; they just need the appropriate skill set and opportunities in
which to practice this skill set. Without a conflict skill set, people want to avoid conflict,
hoping it will go away or not wanting to make a “big deal out of nothing.” Research and
personal experiences show us that, when we avoid conflict, the conflict actually escalates
and our thoughts and feelings become more negative.
Through conflict self-awareness we can more effectively manage our conflicts and
therefore their professional and personal relationships. Furthermore, by discussing issues
related to conflict management, teams can establish an expected protocol to be followed
by team members when in conflict. All teams and organizations have a conflict culture (the
way the team responds to conflict). However, most teams never discuss what the conflict
culture is, therefore providing the opportunity for individual team members to make
assumptions that can be counterproductive to the team.
Practicing one’s conflict management skills leads to more successful engagement in conflict
with outcomes of relief, understanding, better communication, and greater productivity for
both the individual and the team. When we manage our conflicts more effectively, we use
less energy on the burdensome tasks such as systemic conflict and get to spend more of
our energy on our projects at work and building our relationships. Below are references
that can assist both individuals and teams to greater conflict management success.
References
https://www.researchgate.net/publication/23535846_Conflict_Management_in_Organizati
on
http://m.acas.org.uk/media/pdf/8/s/0811_Workplace_conflict_management-
business_poll.pdf
https://www.researchgate.net/publication/308035653_Conflict_Management_Strategies_-
_A_Comparative_Analysis_of_the_Employees_Working_For_Service_Sectors
https://www.mindtools.com/pages/article/newTMM_79.htm
https://www.forbes.com/sites/thesba/2013/08/02/7-steps-for-dealing-with-angry-
customers/#6eb741606d27
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