Managing agreements can help resolve workplace conflict. The document discusses how organizational design and failures to manage agreement can create conflict through the Abilene Paradox, where groups agree privately but take contradictory actions. It suggests that managing agreements, rather than just resolving conflicts, may reduce organizational dysfunction. Trust, shared values, clear goals, and leadership can all play roles in managing agreements to eliminate conflicts arising from miscommunication.
1) Conflict arises when one party perceives incompatibility between their actions or goals and the other party, and seeks change that is not agreed to.
2) Common causes of conflict include competition, perceived injustice, misperceptions of others' motives and goals, unresolved disagreements, personality clashes, differences in values, underlying stress, ego problems, and breaches of trust.
3) Four strategies for resolving conflict are contact between groups to reduce separation, cooperation, open communication, and conciliation to find agreement.
Conflict resolution and peacemaking paperSnowPea Guh
This document discusses conflict resolution and peacemaking. It describes how conflicts often arise from cultural and historical differences between groups. It emphasizes the importance of empathy in resolving conflicts, and outlines a five-stage process for peacemaking: (1) engage a mediator, (2) acknowledge the conflict is problematic, (3) reevaluate past wrongs, (4) develop reconciliation plans, and (5) fully understand the conflict to implement necessary changes. The document stresses that teaching children emotional awareness and empathy provides skills for resolving conflicts constructively rather than through power struggles or violence.
Understanding Conflict, David Morrison, M.D.
1) Conflict arises from differences in perspectives and backgrounds, which can lead to innovation if managed well but squander resources if mismanaged. 2) Difficult times increase interpersonal conflict as people are pushed to extremes, making constructive outcomes less likely. 3) There is a range of conflict from simple differences to war; closer to war, conflict becomes more destructive as righteousness and retaliation take over. Leaders must monitor how differences are handled to avoid escalation.
when to use effectively each conflict management approach: avoiding; collaborating; competing; comprising; & accommodating. featuring Trust–Avoidance -Turnover Theory & Theory of Trust/No Trust – Competition – Turnover and Job Satisfaction of Yvette M. Batar
The document discusses the differences between constructive and destructive conflict, providing tools and frameworks for managing conflict constructively. It defines conflict and outlines factors that determine whether conflict will be constructive or destructive, presenting models for understanding behaviors and the stages of team building. The purpose is to help readers understand conflict and add constructive conflict management strategies to their toolbox.
Conflict resolution involves facilitating a peaceful end to conflict through communication and collective negotiation. There are a variety of conflict resolution methods, including negotiation, mediation, diplomacy, and peacebuilding. Conflict resolution styles are informed by individuals' level of concern for themselves and others, with cooperation seen as the most effective style as it involves finding solutions agreeable to all parties. Culture also influences approaches to conflict resolution, as direct communication may be considered rude in some cultures.
Mgt 175 how would you as a customer recognize/tutorialoutletMcferran
FOR MORE CLASSES VISIT
tutorialoutletdotcom
• Conflict in the Organization
AAA000 Course Title Course Home Lessons Print This PagePrint Introduction: Connecting Your Learning
Have you ever worked in an organization or participated in a group that experienced conflict?
Conflict is often the result of change, differing perspectives, or failure to communicate within a
group.
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.
1) Conflict arises when one party perceives incompatibility between their actions or goals and the other party, and seeks change that is not agreed to.
2) Common causes of conflict include competition, perceived injustice, misperceptions of others' motives and goals, unresolved disagreements, personality clashes, differences in values, underlying stress, ego problems, and breaches of trust.
3) Four strategies for resolving conflict are contact between groups to reduce separation, cooperation, open communication, and conciliation to find agreement.
Conflict resolution and peacemaking paperSnowPea Guh
This document discusses conflict resolution and peacemaking. It describes how conflicts often arise from cultural and historical differences between groups. It emphasizes the importance of empathy in resolving conflicts, and outlines a five-stage process for peacemaking: (1) engage a mediator, (2) acknowledge the conflict is problematic, (3) reevaluate past wrongs, (4) develop reconciliation plans, and (5) fully understand the conflict to implement necessary changes. The document stresses that teaching children emotional awareness and empathy provides skills for resolving conflicts constructively rather than through power struggles or violence.
Understanding Conflict, David Morrison, M.D.
1) Conflict arises from differences in perspectives and backgrounds, which can lead to innovation if managed well but squander resources if mismanaged. 2) Difficult times increase interpersonal conflict as people are pushed to extremes, making constructive outcomes less likely. 3) There is a range of conflict from simple differences to war; closer to war, conflict becomes more destructive as righteousness and retaliation take over. Leaders must monitor how differences are handled to avoid escalation.
when to use effectively each conflict management approach: avoiding; collaborating; competing; comprising; & accommodating. featuring Trust–Avoidance -Turnover Theory & Theory of Trust/No Trust – Competition – Turnover and Job Satisfaction of Yvette M. Batar
The document discusses the differences between constructive and destructive conflict, providing tools and frameworks for managing conflict constructively. It defines conflict and outlines factors that determine whether conflict will be constructive or destructive, presenting models for understanding behaviors and the stages of team building. The purpose is to help readers understand conflict and add constructive conflict management strategies to their toolbox.
Conflict resolution involves facilitating a peaceful end to conflict through communication and collective negotiation. There are a variety of conflict resolution methods, including negotiation, mediation, diplomacy, and peacebuilding. Conflict resolution styles are informed by individuals' level of concern for themselves and others, with cooperation seen as the most effective style as it involves finding solutions agreeable to all parties. Culture also influences approaches to conflict resolution, as direct communication may be considered rude in some cultures.
Mgt 175 how would you as a customer recognize/tutorialoutletMcferran
FOR MORE CLASSES VISIT
tutorialoutletdotcom
• Conflict in the Organization
AAA000 Course Title Course Home Lessons Print This PagePrint Introduction: Connecting Your Learning
Have you ever worked in an organization or participated in a group that experienced conflict?
Conflict is often the result of change, differing perspectives, or failure to communicate within a
group.
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.
The document discusses various topics related to conflict including sources of conflict, types of conflict, when conflict becomes negative, strategies for managing conflict, and gives examples like the conflict between Kobe and Shaq. It provides information on dealing with intercultural conflict and recommends a five-step collaborative approach to resolve conflicts by showing empathy, sharing information, and making multiple proposals.
Conflict is inevitable in any team, organisation or family, but the secret to healthy teams,
organisations and families is in how we manage that conflict. Recent research suggests
not only that conflict is something that healthy groups experience, but actually that it is
essential to healthy group functioning. This presentation from London Business School Professor Peterson provided both a framework for understanding how to resolve conflict effectively, and a number of specific and practical tips for managing conflicts in your team.
The document provides an overview of workplace conflict, including its causes, types, and management. It discusses constructive vs destructive conflict, models for predicting and managing behavior, and tips for resolving conflicts positively. Conflict is seen as inevitable but can be addressed through open communication, assertiveness training, and focusing on mutual understanding rather than winning.
This document discusses relationships and conflicts. It states that conflicts are a natural part of any relationship and how conflicts are resolved determines whether the relationship is healthy or unhealthy. It then classifies different types of conflicts and their common causes such as interpersonal, intrapersonal, intragroup, and intergroup conflicts. The document outlines both positive and negative aspects of conflicts and provides steps for effective conflict resolution, including identifying the problem, generating solutions, evaluating alternatives, deciding on a solution, implementing it, and following up.
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.
Implications of gender disparity in concepts of conflict resolution for peace...Alexander Decker
This document discusses concepts of conflict resolution among residents of Gombe town in Nigeria and the implications of gender differences in these concepts for peace and stability. The study found that while males and females did not significantly differ in their overall approaches to conflict resolution, there were some differences when individual items were examined. Five implications for peace and stability were identified based on these differences. The document provides context on understanding conflicts, causes of conflicts, types of conflicts, advantages and disadvantages of conflicts, appropriate conduct during conflicts, and preliminary steps for conflict resolution.
This document outlines 5 strategies for managing conflict: fight, cooperate, compromise, adapt, and avoid. It provides descriptions and examples for each strategy. Fight involves directly competing against another party until one side wins or loses. Cooperate involves working together to find a mutually agreeable solution. Compromise involves both sides making concessions until a temporary agreement is reached. Adapt means going along with another's demands, even if you disagree, in order to maintain harmony. Avoid means not directly addressing problems and conflicts in order to allow tensions to de-escalate.
B5 mediation skills for quick intervention managing conflict with angry clie...ocasiconference
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.
Conflict management & its resolution techniqueRohit Kumar
This document discusses conflict, conflict management, and conflict resolution. It defines conflict as disagreement between two parties, whether violent or subtle. Conflict management aims to avoid conflict where possible and resolve it quickly when it occurs. The document distinguishes between competition and conflict, noting competition does not involve direct interference while conflict prevents another's success. It also lists potential positive outcomes of properly handled conflicts, such as stimulating greater understanding. The document discusses conflict resolution techniques and Thomas resolution styles, as well as behaviors that nourish conflicts rather than resolve them. It concludes by providing advice to managers regarding conflict.
This document summarizes a presentation about managing workplace conflict. The presentation discusses what workplace conflicts are, potential causes of conflicts including misunderstandings and personality clashes. It also provides strategies for addressing conflicts such as obtaining agreement from parties to resolve it, arranging meetings, and brainstorming solutions. The supervisor's role in conflict resolution is to address real issues, listen well, and avoid negative statements. Overall, the presentation provides guidance for identifying, preventing, and resolving workplace conflicts.
The document provides an overview of conflict management training. It discusses the objectives of describing conflict, explaining the differences between disagreements and conflicts, listing symptoms of conflict, explaining five causes of conflict, discussing five conflict management styles, and discussing the conflict management process. It then outlines several activities to help explain these concepts, such as roleplaying examples of different causes of conflict and determining different conflict management styles.
This document discusses various types and sources of conflict. It begins by defining a conflict as a disagreement that involves a perceived threat to one's needs, interests, or concerns. People's perceptions of conflicts are shaped by their values, culture, beliefs and experiences. The document then describes different types of conflicts, including institutional, ideological, personal, and distributional conflicts. It also discusses positive and negative aspects of conflicts, and how an organization's approach to conflicts can impact its ability to change. The document provides an overview of different conflict resolution styles like compromising, collaborating, competing, accommodating and avoiding. It emphasizes the importance of meeting people's needs, expectations and interests in resolving conflicts effectively.
Groupthink is a phenomenon where people within a group conform to group decisions to avoid feeling like an outcast, which can lead to poor decision making. It is characterized by things like the illusion of invulnerability, stereotyping others, self-censorship, and the illusion of unanimity. Examples of groupthink include the sinking of the Titanic where designers assumed it was unsinkable without enough lifeboats, and the bandwagon effect where people follow the crowd without independent thought. To prevent groupthink, leaders should encourage independent thinking and consider alternative viewpoints.
The document discusses various topics related to conflict including sources of conflict, types of conflict, when conflict becomes negative, strategies for managing conflict, and gives examples like the conflict between Kobe and Shaq. It provides information on dealing with intercultural conflict and recommends a five-step collaborative approach to resolve conflicts by showing empathy, sharing information, and making multiple proposals.
Conflict is inevitable in any team, organisation or family, but the secret to healthy teams,
organisations and families is in how we manage that conflict. Recent research suggests
not only that conflict is something that healthy groups experience, but actually that it is
essential to healthy group functioning. This presentation from London Business School Professor Peterson provided both a framework for understanding how to resolve conflict effectively, and a number of specific and practical tips for managing conflicts in your team.
The document provides an overview of workplace conflict, including its causes, types, and management. It discusses constructive vs destructive conflict, models for predicting and managing behavior, and tips for resolving conflicts positively. Conflict is seen as inevitable but can be addressed through open communication, assertiveness training, and focusing on mutual understanding rather than winning.
This document discusses relationships and conflicts. It states that conflicts are a natural part of any relationship and how conflicts are resolved determines whether the relationship is healthy or unhealthy. It then classifies different types of conflicts and their common causes such as interpersonal, intrapersonal, intragroup, and intergroup conflicts. The document outlines both positive and negative aspects of conflicts and provides steps for effective conflict resolution, including identifying the problem, generating solutions, evaluating alternatives, deciding on a solution, implementing it, and following up.
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.
Implications of gender disparity in concepts of conflict resolution for peace...Alexander Decker
This document discusses concepts of conflict resolution among residents of Gombe town in Nigeria and the implications of gender differences in these concepts for peace and stability. The study found that while males and females did not significantly differ in their overall approaches to conflict resolution, there were some differences when individual items were examined. Five implications for peace and stability were identified based on these differences. The document provides context on understanding conflicts, causes of conflicts, types of conflicts, advantages and disadvantages of conflicts, appropriate conduct during conflicts, and preliminary steps for conflict resolution.
This document outlines 5 strategies for managing conflict: fight, cooperate, compromise, adapt, and avoid. It provides descriptions and examples for each strategy. Fight involves directly competing against another party until one side wins or loses. Cooperate involves working together to find a mutually agreeable solution. Compromise involves both sides making concessions until a temporary agreement is reached. Adapt means going along with another's demands, even if you disagree, in order to maintain harmony. Avoid means not directly addressing problems and conflicts in order to allow tensions to de-escalate.
B5 mediation skills for quick intervention managing conflict with angry clie...ocasiconference
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.
Conflict management & its resolution techniqueRohit Kumar
This document discusses conflict, conflict management, and conflict resolution. It defines conflict as disagreement between two parties, whether violent or subtle. Conflict management aims to avoid conflict where possible and resolve it quickly when it occurs. The document distinguishes between competition and conflict, noting competition does not involve direct interference while conflict prevents another's success. It also lists potential positive outcomes of properly handled conflicts, such as stimulating greater understanding. The document discusses conflict resolution techniques and Thomas resolution styles, as well as behaviors that nourish conflicts rather than resolve them. It concludes by providing advice to managers regarding conflict.
This document summarizes a presentation about managing workplace conflict. The presentation discusses what workplace conflicts are, potential causes of conflicts including misunderstandings and personality clashes. It also provides strategies for addressing conflicts such as obtaining agreement from parties to resolve it, arranging meetings, and brainstorming solutions. The supervisor's role in conflict resolution is to address real issues, listen well, and avoid negative statements. Overall, the presentation provides guidance for identifying, preventing, and resolving workplace conflicts.
The document provides an overview of conflict management training. It discusses the objectives of describing conflict, explaining the differences between disagreements and conflicts, listing symptoms of conflict, explaining five causes of conflict, discussing five conflict management styles, and discussing the conflict management process. It then outlines several activities to help explain these concepts, such as roleplaying examples of different causes of conflict and determining different conflict management styles.
This document discusses various types and sources of conflict. It begins by defining a conflict as a disagreement that involves a perceived threat to one's needs, interests, or concerns. People's perceptions of conflicts are shaped by their values, culture, beliefs and experiences. The document then describes different types of conflicts, including institutional, ideological, personal, and distributional conflicts. It also discusses positive and negative aspects of conflicts, and how an organization's approach to conflicts can impact its ability to change. The document provides an overview of different conflict resolution styles like compromising, collaborating, competing, accommodating and avoiding. It emphasizes the importance of meeting people's needs, expectations and interests in resolving conflicts effectively.
Groupthink is a phenomenon where people within a group conform to group decisions to avoid feeling like an outcast, which can lead to poor decision making. It is characterized by things like the illusion of invulnerability, stereotyping others, self-censorship, and the illusion of unanimity. Examples of groupthink include the sinking of the Titanic where designers assumed it was unsinkable without enough lifeboats, and the bandwagon effect where people follow the crowd without independent thought. To prevent groupthink, leaders should encourage independent thinking and consider alternative viewpoints.
Jiří Ovčáček přinesl na Hrad nezaměnitelný komunikační styl, který se do značné míry opírá o sociální sítě. Jeho twitterový účet sleduje přes 5 500 uživatelů, kteří jsou z velké většiny antizemanovští. Ovčáček je tak v situaci, kdy Twitter musí používat kvůli novinářům ale zároveň ví, že se zde setká pouze s negativními příspěvky.
Nyasia Hunter is a 16-year-old Cancer born on June 25, 1999. She has 3 siblings - 2 brothers and 1 sister - and was raised by her stepfather. She enjoys writing, dancing, reading, listening to music, and sometimes hanging out with friends. She is shy but becomes weird and goofy once people get to know her. She donates old clothes, loves talking on the phone with her best friend, and suffers from anxiety.
Keyba was born on January 30th, 2007. However, Keyba passed away on August 20th, 2010, living for just over 3 years. The document provided key dates for the life of Keyba but did not include any other details.
El documento analiza la experiencia de usar la herramienta Malted en el aula. Aunque hubo pequeños inconvenientes como tener que instalar Java y reiniciar el ordenador, los estudiantes estuvieron motivados y disfrutaron de las actividades como asociar vocabulario francés y crear un diálogo grabado. Aunque requiere mucho trabajo preparar las lecciones, el autor concluye que Malted es una herramienta útil.
The document discusses the Abilene paradox, where group members agree to an idea that no one actually wants in order to avoid conflict or please others. It can negatively impact organizations by leading to flawed decisions. Factors that contribute to the paradox include groupthink, anxiety about disagreeing, fear of isolation, and following strong leaders. Symptoms include frustration with decisions, lack of trust, and avoidance of responsibilities. To prevent the paradox, managers should encourage disagreement, avoid pressuring consensus, and address power imbalances and communication issues in groups. Unchecked, the paradox can damage employee relations, hiring, and company operations.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Dursley Tabernacle: the Parsonage Project youth centreLawrence Moore
The Tabernacle URC in Dursley opened a new youth centre called The Vibe in 2015 through a partnership with the local town council. The church had a vision to be more active in the community and help local youth. They appointed youth workers and redeveloped an old parsonage building into The Vibe with £100k from the church and £300k from the council. The youth centre has transformed community youth work in the town by providing space and programs run by Christian youth workers that reach many young people. The project succeeded through prayer, consultation, teamwork with new partners, focusing on community needs over church wants, and taking risks with faith.
This document provides information on a 400TB separable tee connector for connecting polymeric insulated cable to equipment. The connector has a voltage rating of up to 42kV and current rating of 630A or 800A. It consists of conductive and insulating rubber components that provide a safe, touch-safe design. Each connector is tested prior to shipment. Ordering information and installation guidelines are also included.
Este documento presenta el Curso Internacional de Mapeo de Mercados como una herramienta para el diseño, ejecución y evaluación de iniciativas de desarrollo económico. Explica los principios del Desarrollo Participativo de Sistemas de Mercado, incluyendo la participación, el pensamiento sistémico y la facilitación. Describe el proceso de mapeo participativo de sistemas de mercado y cómo puede promover la participación, la confianza y la solución de problemas por parte de los actores locales.
Pilveteenuste turu maht mitmekordistub igal aastal. Samavõrra kiiresti tekib uusi ärimudeleid ja uusi viise pilveteenuseid osta. Microsofti pilveteenuste osas on viimase aasta jooksul toimunud oluline korrastumine ja pilveteenuseid on senisest palju lihtsam osta. Aleksei annab ülevaate tähtsamatest litsentsiprogrammidest ning annab soovitusi, kuidas enda jaoks arusaadav ja lihtne pilveteenuste hankimise praktika kujundada.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, tela maior e bateria de longa duração por um preço acessível. O dispositivo tem como objetivo atrair mais consumidores em mercados emergentes com suas especificações equilibradas e preço baixo. Analistas esperam que as melhorias e o preço baixo impulsionem as vendas do novo aparelho.
Inxmail Webinar Automatisierter Content im E-Mail-MarketingInxmail GmbH
Inhalte zum richtigen Zeitpunkt am richtigen Ort. Wie automatisierter Content im E-Mail-Marketing funktioniert erfahren Sie an ausgewählten Case Studies in unserem Webinar.
1. The document discusses the nature and causes of conflict, as well as approaches to conflict resolution. It notes that conflict is inevitable given differences in people's backgrounds, experiences, and perceptions.
2. Common signs of conflict in a work team include anger, lack of information sharing, and unwillingness to cooperate. Conflicts can arise from differences in interests, values, or interpersonal styles among team members.
3. The document recommends analyzing conflicts using the "4Rs" method: examining the reasons for conflict, individual reactions, potential results if unresolved, and possible resolution approaches. Recognizing signs and properly analyzing conflicts can help facilitate their resolution.
This document discusses peace studies and conflict resolution. It begins with an introduction to peace studies, noting it is an interdisciplinary field that seeks to build sustainable peace through research and practice. It examines the root causes of violence, strategies to prevent and transform conflicts nonviolently, and approaches to promote structural change. The document then provides more details on basic concepts in peace and conflict resolution, including that conflict is inherent in human behavior and the field seeks to reduce violence and transform societies through nonviolent means. It also gives an overview of some of the major types and causes of conflicts as well as elements and processes of conflict resolution.
Six essential skills for managing conflict and negiotiating in organizationsHealthcare consultant
SIX ESSENTIAL SKILLS FOR MANAGING CONFLICT AND NEGIOTIATING IN ORGANIZATIONS.
Are you afraid of conflict? This is perfectly normal! Instinctively, our brains tell us that conflict is dangerous, so our natural inclination is to do battle or run away. However, fear of conflict can turn leaders, managers and employees into ‘psycho-logical hostages’ who are paralyzed and unable to challenge others.
SIX ESSENTIAL SKILLS FOR MANAGING CONFLICT AND NEGOTIATING IN ORGANIZATIONS b...Healthcare consultant
Are you afraid of conflict? This is perfectly normal! Instinctively, our brains tell us that conflict is dangerous, so our natural inclination is to do battle or run away. However, fear of conflict can turn leaders,managers and employees into ‘psychological hostages’ who are paralyzed and unable to challenge others.
What are some essential differences between constructive and destruc.docxtwilacrt6k5
1) The document discusses different types of conflict that can occur in groups, including pseudo-conflict (due to misunderstandings), simple conflict (disagreement over issues or processes), and ego conflict (personal clashes).
2) It describes common causes of conflict like differing perceptions, personalities, knowledge, culture, power dynamics, and expectations. Conflict is generally an inevitable and sometimes useful part of group discussions.
3) The document outlines misconceptions about conflict and strategies for managing different types of conflict constructively, like clarifying positions, finding compromise, and emphasizing shared goals to de-escalate personal tensions.
Justification for managing organisational conflictsAlexander Decker
This document discusses the justification for managing organizational conflicts. It identifies key sources of conflict in the workplace like scarce resources, different attitudes, poor communication, and lack of teamwork. Conflicts are usually resolved in the workplace through collective bargaining, negotiation, mediation, or arbitration. Conflict between a boss and subordinate can be managed through collaboration and accommodation. The document provides an in-depth literature review on the causes, types, and strategies for managing and resolving conflicts in organizations.
conflictmanagement Professional Ethics(1).pptaskanask9872
The document discusses conflict management and defines conflict as a relationship between parties with incompatible goals who act on those perceived incompatibilities. It describes types of conflict including latent, surface, and open conflict. Conflict can be positive if acknowledged and transformed into a positive force for change. Effective conflict management involves analyzing the conflict situation, identifying solutions both parties can support through processes like consultation, dialogue and negotiation, formalizing agreements, and executing agreements with necessary resources.
This document discusses conflict management and provides a framework for understanding and analyzing conflict situations. It begins by defining conflict and explaining that conflict is a natural part of human relationships. It then discusses common feelings and actions associated with conflict, as well as different conflict styles. The rest of the document provides a model for understanding the sources and escalation of conflict, and gives strategies for de-escalating conflict through listening, using "I-messages", and analyzing the issues, goals, and perspectives of each side. The goal is to help people have more productive conflicts by focusing on issues rather than personal attacks.
Conflict refers to disagreements that arise from differences in opinions, goals, or views between individuals or groups. There are several types of conflict, including intra-individual, interpersonal, intra-group, and inter-group. Conflicts are generally inevitable and can have both positive and negative effects on organizations. Conflict arises through a process that includes latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath. Proper conflict management is important for organizational success.
Organisational conflicts and resolutionrenujain1208
This document discusses organizational conflicts and resolution. It defines organizational conflict as discord caused by opposing needs, values, and interests between coworkers. There are three levels of conflict: intrapersonal within individuals, interpersonal between individuals, and intergroup across groups. Sources of conflict include organizational change, personality clashes, different values, faulty communication, and distrust. While conflicts can negatively impact communication, motivation, and stress, they can also encourage new ideas and better decision-making if resolved constructively. Methods for resolving conflicts mentioned are compromising, forcing, avoiding, smoothing over, and confronting issues. The document emphasizes resolving conflicts respectfully through open communication and finding mutually agreeable solutions.
The document provides an overview of workplace conflict, including its causes, types, and management. It discusses constructive vs destructive conflict and different conflict management styles. Key tips for managing workplace conflict include building relationships before conflicts occur, listening to different perspectives, focusing on problem-solving rather than blame, and seeking help from others if a resolution cannot be found. The ultimate goal of conflict management is a mutually agreeable resolution that addresses everyone's interests.
The document discusses conflict management and provides strategies for effectively dealing with conflict. It defines conflict as a disagreement between two or more parties with incompatible concerns. It notes that conflict is natural for humans and occurs when people have a stake in a relationship or outcome. The costs of unmanaged conflict can be high, but managed conflict can be productive. Effective conflict management involves understanding the different conflict styles, de-escalating tensions, and finding integrative solutions that satisfy all parties.
This document provides a worksheet on conflicts for an associate-level course. It defines five types of conflicts: pseudo, fact, value, process, and interest conflicts. It also describes five conflict management styles: avoiding, accommodating, forcing, compromising, and collaborating. The worksheet asks the student to describe each conflict type and management style, and to discuss two collaborative communication methods and how to manage interpersonal conflicts in the workplace.
This document discusses different types of conflict:
1. Interpersonal conflict occurs between two individuals due to differences in personality. Intraprsonal conflict occurs within an individual involving their thoughts and emotions.
2. Intragroup conflict happens among members of a team due to interpersonal disagreements or differences in views. Intergroup conflict occurs between different teams in an organization due to varied goals and interests.
3. Conflict styles include competing (advocating one's own needs over others), accommodating (yielding to others' needs), avoiding (not addressing the conflict), compromising (tradeoffs to satisfy both sides), and collaborating (finding a win-win solution by addressing all needs).
This document discusses conflict management and provides information on various perspectives and types of conflict, the conflict process, and techniques for managing conflict. It defines conflict and describes the traditional and interactionist views of conflict. It also outlines the levels of conflict from the individual to organizational levels and discusses the sources and forms of conflict. Further, it explains the five stages of the conflict process and four main techniques for managing conflict - avoidance, accommodation, competition, and compromise.
Similar to Managing Agreement as a Way to Resolve Conflict (15)
1. Managing Agreements as a Way to Resolve Conflict
Purpose for presentation is to provide a solution(s) to help resolve conflict found in the workplace.
Topics to be covered are:
What is a conflict? Page 2
What are types of conflict? Page 2
Can organization(s) design create conflict or eliminate it? Page 3
The Abilene Paradox Page 4 to 5
Can conflict be managed? Page 6
Can conflict be resolved? Page 6
Can we manage agreements to resolve conflict? Page 6
What is groupthink? Page 6
Is trust important to help eliminate conflict? Page 7
Does one have a conflict with those one trust? If yes why? Page 7
What roles do values play in helping deal with conflict? Page 8
How do we establish purpose/goals to help eliminate conflict? Page 9 to 10
Can Grace/altruism/forgiveness play a role in eliminating conflict? Page 11
What roles do managers/leaders play to reduce conflict in the
workplace?
Page 12 and 13
1
The material is this document is the intellectual property of Dr. Mike Jernigan and Robert L. Sims
2. Managing Agreements as a Way to Resolve Conflict
What is Conflict?
Conflict is a state of discord caused by the actual or perceived opposition of needs, values, and interests. A conflict can be internal
(within oneself) or external (between two or more individuals). Conflict as a concept can help explain many aspects of social life such as social
disagreement, conflicts of interests, and fights between individuals, groups, or organizations. In political terms, "conflict" can refer to wars,
revolutions or other struggles, which may involve the use of force as in the term armed conflict. Without proper social arrangement or
resolution, conflicts in social settings can result in stress or tensions among stakeholders. When an interpersonal conflict does occur, its effect is
often broader than two individuals involved and can affect many associate people and relationships, in more or less adverse, and sometimes
even humorous way (Wikepedia, 2008).
What are types of conflict?
• Community conflict
• diplomatic conflict
• economic conflict
• emotional conflict
• environmental resources conflict
• group conflict
• ideological conflict
• international conflict
• interpersonal conflict
• intersocietal conflict
• intrastate conflict (for example civil wars, election campaigns)
• intrapersonal conflict (though this usually just gets delegated out to psychology)
• organizational conflict
• intra-societal conflict
• military conflict
• Religious-Based Conflict (for example Center For Reduction of Religious-Based Conflict).
• Workplace conflict I will concentrate on workplace conflict for this presentation.
2
The material is this document is the intellectual property of Dr. Mike Jernigan and Robert L. Sims
3. Managing Agreements as a Way to Resolve Conflict
Can organization(s) design create conflict?
The information system surrounding the group also has a significant effect. The natural flows of information come from the organizational
structure of which it is a part, the computer system that partly delivers it, and the friendships and other relationships formed over time. If the
information system does not allow people to collaborate effectively, they will continue to remain isolated despite the best organizational charts
and teambuilding available. Source,
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4. Managing Agreements as a Way to Resolve Conflict
What is a Paradox?
1. A statement is contrary to common belief.
2. A statement that seems contradictory, unbelievable, or absurd but may be true in fact.
3. A statement that is self-contradictory in fact and, hence false.
4. Something inconsistent with common experience or having contradictory qualities.
5. A person who is inconsistent or contradictory in character or behavior.
Abilene Paradox
July afternoon in Coleman, Texas
51 miles from Abilene
104 degrees
wind blowing fine-grain topsoil through the house
things were tolerable - fan going on the porch, cold lemonade and for entertainment - dominoes
father-in-law - “let’s get into the car and go to Abilene and eat at the cafeteria
I thought - “what in this dust storm & heat; 53 miles; in an un-air-conditioned 1958 Buick
Wife chimes in, “Sounds like a great idea,
I would like to go.”
I chime in, “Sounds good to me if your mother wants to go.”
Mother-in-law, “Of course I want to go, I have not been to Abilene in a long time.”
Predictions fulfilled: heat was brutal, coated with a fine layer of dust cemented with perspiration, the food was the first-rate testimonial
for antacid commercials
4 hrs and 106 miles later, hot and exhausted, we return home.
To be sociable, I said, “It was a great trip was not it?”
No one spoke, until mother-in-law irritably says, “To tell you the truth I would have rather stayed here, I went along because the three
of you wanted to.
The Paradox
Organizations frequently take actions in contradiction to what they want to do and therefore defeat the very purposes they are trying to
achieve.
A major corollary of the paradox: the inability to manage agreement is a primary source of organization dysfunction.
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5. Managing Agreements as a Way to Resolve Conflict
Symptoms of the Paradox
Organizations members agree privately as individuals, as to the nature of the situation or problem facing the organization.
They agree privately as to the steps required to cope with the situation.
They fail to communicate their desires/beliefs accurately; do just the opposite, thereby lead one another into misperceiving the
collective reality.
With such invalid and inaccurate info, managers make collective decisions to take actions contrary to what they want to do and are
therefore counterproductive.
As a result, employees experience frustration, anger, irritation, and dissatisfaction with their organization - from subgroups with trusted
acquaintances and blames other subgroups. Blame authority figures and one another.
Finally, if someone does not deal with the generic issue - ??????? - the cycle repeats with greater intensity.
A possible Abilene Bypass
1. Once an organization fails to manage its agreements and arrives in Abilene, all members are victims
2. It takes a real team effort to drive to Abilene, each person in his manner shares responsibility for the trip
3. The orgy of blaming causes the organization to focus on trying to manage (resolve) conflict when it should be focusing on managing
agreement
4. Any organization member who chooses to risk confronting reality possesses the necessary leverage to release the organization from the
grip of the paradox.
5. The underlying dynamic of the paradox clearly indicates organization's members know more about issues confronting them than they
do not know.
6. Real conflict occurs when people have real differences
7. Phony conflict happens in the Abilene Paradox because people agree on the actions they want to take and do the opposite. The resulting
anger, frustration, and scapegoating – generally termed conflict – are not based on real differences
8. Members must take accountability for their actions – tell the truth
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6. Managing Agreements as a Way to Resolve Conflict
Can conflict be managed?
Can it be resolved?
Can we manage agreements to resolve conflict?
o Business theorists typically believe Managing conflict is one of the greatest challenges faced by any
organization, but a consequence of the Abilene Paradox states the INABILITY TO MANAGE
AGREEMENT MAY BE THE PRIMARY SOURCE OF ORGANIZATIONAL DYSFUNCTION
(Harvey, 1996).
What is groupthink?
Groupthink is a type of thought exhibited by group members who try to minimize conflict and reach consensus without critically testing,
analyzing, and evaluating ideas. During groupthink, members of the group avoid promoting viewpoints outside the comfort zone of consensus
thinking. A variety of motives for this may exist such as a desire to avoid being seen as foolish, or a desire to avoid embarrassing or angering
other members of the group. Groupthink may cause groups to make hasty, irrational decisions, where individual doubts are set aside, for
fear of upsetting the group’s balance. The term is frequently used negatively, with hindsight.
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7. Managing Agreements as a Way to Resolve Conflict
Is trust important to help eliminate conflict?
Trust means that one can accurately predict the behavior or actions of another person, based on what one assumes the values of the person to
be. One trusts someone to either perform in the way with which one agrees or disagrees.
Culture is an important part of trust, because it is the sum of the group’s values. According to Hofstede, values tell the members of a group
those things that are right and wrong, good and evil, etc.
Mutual trust means the leader trusts his or her followers, and the followers trust the leader (Hofstede, 1997).
Does one have a conflict with those one trust? If yes why?
What roles do values play in helping deal with conflict?
Value is a belief, mission, or a philosophy that is meaningful to a person. Whether we are consciously aware of them or not, every individual
has some personal values. Values can range from the commonplace, such as the belief in hard work, self-reliance, and punctuality, to more
psychological values, such as concern for others, trust in others, and harmony of purpose.
Values are the individuals learned preferences of the members of a group, culture, society, or organization. Values are the overarching, learned
preferences common to a group. Values tell the members of the group what is “right” and “wrong” in a given situation, what is “good” and
“bad,” “pretty and ugly.” Each value tells the members of a group which choice, in a given circumstance, is preferable. Values are among the
first things children learn – not consciously, implicitly. Development psychologists believe by the age of 10; most children have their basic
value system firmly in place, and after that age, changes are difficult to make. Because they were acquired so early in their lives, many values
remain unconscious and not requiring thought to those who hold them. Therefore they cannot be discussed, nor can they be directly observed
by outsiders. Then can only be inferred from the way people act under various circumstances.
Professed Values are the group values, and are sometimes know as accepted values. Professed values are claimed by all or most of the
members of the group. However, individuals may not necessarily subscribe to such a value in personal acts. For instance, a person may
profess that lying is wrong, but lie when his or her interest requires lying.
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8. Managing Agreements as a Way to Resolve Conflict
Individual Values are those values that a person applies to himself or herself. These values may not always fully agree with professed values.
For instance, a person can profess that theft is wrong, but he or she will steal long distance telephone calls, pencils, paper, or some other item
from work. Individual values are those by which individual lives.
Congruence of values means that values match from one person to another. Just as two or more triangles may be congruent or equal, the values
of two or more people are congruent or similar. When values are congruent between people, the value different people hold are the same.
Excellent Values to help eliminate conflict and contribute to building trust:
Simplicity
Harmony
Concern for Others
Practicality
Integrity, Honesty
Results-Oriented
Hard Work
Continuous Improvement/Progress
Respect for the Individual
How do we establish purpose/goals to help eliminate conflict?
Five basic ways of addressing conflict were identified by Thomas and Kilman in 1976:[1][2]
• Accommodation – surrender one's needs and wishes to accommodate the other party.
• Avoidance – avoid or postpone conflict by ignoring it, changing the subject, etc. Avoidance can be useful as a temporary measure to
buy time or as an expedient means of dealing with very minor, non-recurring conflicts. In more severe cases, conflict avoidance can
involve severing a relationship or leaving a group.[3]
• Collaboration – work together to find a mutually beneficial solution. While the Thomas Kilman grid views collaboration as the
only win-win solution to the conflict, collaboration can also be time-intensive and inappropriate when there is not enough trust,
respect or communication among participants for collaboration to occur.
• Compromise – find a middle ground in which each party is partially satisfied. Competition – assert one's viewpoint at the potential
expense of another. It can be useful when achieving one's objectives outweighs one's concern for the relationships.
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9. Managing Agreements as a Way to Resolve Conflict
•
Competing
AccommodationAvoiding
CollaborationConcern
For our goals
High
Low
Concern
For others goals
High
Compromising
“What are the Basic Approaches to Dealing with Conflict?
• Avoiding. May be effective when the conflict is temporary, a cooling down period is needed, the risk of engaging is too high, or the
conflict is none of one’s concern. Remember, however; avoidance does not solve the problem (a decision needed now), may cause one
to miss an opportunity for resolution, and may make the situation worse as time goes on.
• Accommodating. Accommodators give in as a way of maintaining harmony. Accommodating may be appropriate to main
cohesiveness’ if the issues are not worth spending time on, accommodating requires appeasement, sacrificing one’s values or
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10. Managing Agreements as a Way to Resolve Conflict
principles, and putting harmony above dealing with important issues. In such instances, on may lose the opportunity for input, and we
may lose the respect of others.
• Competing. An aggressive approach to conflict assumes the best (or only) way to reach one’s goals is to overrule others. This
approach frequently disregards the concerns of adversaries completely, leaving the losers with pent up resentment eventually leading to
father conflict. In some instances, however, the power-based method is appropriate (e.g. in a safety crisis when the issues are not
important enough to spend time working it out. Alternatively, when necessary but the unpopular decision must be made. Also, if others
are determined to profit at the expense, and one may have no recourse but to fight in self-defense.
• Compromising. This approach has aspects of both competing and accommodating. Compromising give up more than competing but
less than accommodating. It addresses issues more directly avoiding but does not explore as much as collaborating. Compromising
requires cooperation and might mean exchanging concessions, seeking the middle ground, or splitting the difference. Compromising is
sometimes appropriate when one have been unable to reach an acceptable agreement through other means, and the choices for resolving
the disputes are clearly limited.
• Collaborating. The collaborative approach is a commitment to working together to address the conflict. Collaboration is based on the
premise it is possible to meet one’s needs and those of others as well. Also, collaboration assumes conflict is a natural part of life, and
conflict provides opportunities to work with other to produce resolutions serving both individuals and common interests. As a
necessary byproduct of collaborating is – through the process of working together for a solution – better decision results, and the
relationship between the disputants is improved. This approach is also known as a concessions-decision method.
Still, the collaborative approach is not a panacea. It is time-consuming and does not always result in mutually satisfactory outcomes.
Also, effective collaboration requires open sharing, cooperation by everyone involved, and willingness to operate in good faith.
Collaborating is often inappropriate when issues are trivial, a quick decision must be made in an emergency, or an expert is required.”
U.S. Department of the Interior Bureau of Reclamation, 8.8.1998, United States Department of the Interior, Washington, DC 20240 , pp
2-2, & 2-3
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11. Managing Agreements as a Way to Resolve Conflict
Can Grave/altruism/forgiveness play a role to eliminating conflict?
Grace - Is defined as forgiveness raised to the highest level in the form of undeserved favor. Need to Express Altruism (Self-sacrifice)
Altruism “getting pleasure from giving to others what you would like to receive” (Harvey, 1988, pg 71).
Cultures whose members express altruism in the form of forgiveness and grace survive
Cultures lacking the capacity for altruistic forgiveness and grace die.
A secondary effect of GRACE is to inspire by granting the following:
Risk taking
Innovation
Reality testing
Community building
Help create loyalty
Getting pleasure from giving to others what you yourself would like to receive
Helps from a psychological perspective:
• Integrate reality
• Interpersonal relationships
• Private feelings
• Provides a protective filter for the most searing emotions.
• Helps us to express empathy and sympathy for others (Harvey, 1988).
Is trust important to help eliminate conflict?
Trust means one can accurately predict the behavior or actions of another person, based on what one
assumes the values of the person to be.
One trusts someone to either perform in a way with which one agrees or disagrees.
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12. Managing Agreements as a Way to Resolve Conflict
Culture is an important part of trust, because it is the sum of the group’s values. According to Hofsted,
values tell the members of a group those things that are right and wrong, good and bad, etc. Mutual trust
means the leader trusts his or her followers, and the followers trust the leader.
References
Harvey, J. (1988) The Abilene paradox: And other meditations on management (1st
edition). San Francisco, Jossey-Wales
Hofstede, G (1997) Cultures, and organizations: Software of the mind; Intercultural cooperation and its importance for survival (1st
edition)
New York, McGraw-Hill.
Wikipedia On-Line Encyclopedia Web Site. Retrieved September 2nd,
2008 http://en.wikipedia.org/wiki/Conflict_management
U.S. Department of the Interior Bureau of Reclamation, 8.8.1998, United States Department of the Interior, Washington, DC 20240 , pp 2-2, &
2-3
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