Download to read offline
![Understanding-Conflict-and-How-to-Resolve-It_(1)[1].pptx](https://cdn.slidesharecdn.com/ss_thumbnails/understanding-conflict-and-how-to-resolve-it11-250930031203-c57caad6-thumbnail.jpg?width=640&height=640&fit=bounds)
Organization Behavior.ppt
- 1.
- 2. Group Members Husnain 079 ShoaibShah 093 Asad Sandhu 101 Zeeshan 108 Faizan Haider 111 M. Farrukh Iqbal 130 Shahzab Khan 136 Abdul Basit 142 Shujaat Hussain 146 Tanvir Khokhar 160
- 3. Learning Objectives Understandthe different types of conflict Understand the causes of conflict Understand the consequences of conflict Understand how to manage conflict effectively Understand the stages of the negotiation process Understand how to avoid common negotiation mistakes Engage in conflict management and negotiation ethically Understand cross-cultural differences in conflict and negotiation
- 4. Conflict What is Conflict? Conflict is defined as a clash between individuals arising out of a difference in thought process, attitudes, understanding, interests, requirements and even sometimes perceptions Conflict arises whenever individuals have different values, opinions, needs, interests and are unable to find a middle way.
- 5.
- 6. Interpersonal Conflict Conflictbetween individuals due to differences in their goals or values. Intragroup Conflict Conflict within a group or team. Types of Conflict
- 7. Intergroup Conflict ●Conflict between two or more teams, groups or departments. ● Managers play a key role in resolution of this conflict Interorganizational Conflict Conflict that arises across organizations. Types of Conflict
- 8. Is Conflict AlwaysBad? Low High Conflict Low High Performance The inverted U relationship between performance and conflict.
- 9. Outcomes of Conflict Negative •Increased stress and anxiety among individuals, which decreases productivity and creativity • Feelings of being defeated and demeaned, which lowers individuals’ morale and may increase turnover • A climate of mistrust, which hinders the teamwork and cooperation necessary to get work done Positive • Consideration of a broader range of ideas, resulting in a better, stronger idea • Surfacing of assumptions that may be inaccurate • Increased participation and creativity • Clarification of individual views that build learning
- 10.
- 11. 174 Sources of Conflict Different Goals and Time Horizons ● Different groups have differing goals and focus. Overlapping Authority ● Two or more managers claim authority for the same activities which leads to conflict between the managers and workers.
- 12. 175 Sources of Conflict Task Interdependencies One member of agroup or agroup fails to finish atask that another member or group depends on, causing the waiting worker or group to fall behind. Different Evaluation or Reward Systems A group is rewarded for achieving agoal, but another interdependent group is rewarded for achieving agoal that conflicts
- 13. Sources of Conflict ScarceResources ● Managers can come into conflict over the allocation of scare resources. Status Inconsistencies ● Some individuals and groups have ahigher organizational status than others, leading to conflict with lower status groups.
- 14. Is Your Jobat Risk for Workplace Violence? Job Characteristic Example Caring for others either emotionally or physically nursing home Interacting with frustrated customers retail sales Supervising others manager Denying requests others make of you customer service
- 15. Is Your Jobat Risk for Workplace Violence? Job Characteristic Example Dealing with valuables or exchanging money banking Handling weapons law enforcement Working with drugs, alcohol, or those under the influence of them bartending Working nights or weekends gas station attendants
- 16. Ways to ManageConflict 1-16 Change the Structure Change the Composition of the Team Create a Common Opposing Force Consider Majority Rule Problem Solve
- 17. Conflict Handling Styles LowHigh Level of Competitiveness Low High Level of Cooperation Avoidance Accommodation Collaboration Competition Compromise
- 18. Conflict Handling Styles •“I don’t think there’s any problem. I feel fine about how things are.” Avoiding • “If it’s important to you, I can go along with it.” Accommodating • “Maybe we can both agree to give a little.” Compromise • “This is what I want, and I am going to fight for it.” Competition • “Let’s look at the bigger picture and find out how we can both get what we want.” Collaboration
- 19. Which Style isBest? There is no single “right way” to deal with conflict. Although many people have a single method they use most frequently, the best conflict handlers will adapt their style to the situation.
- 20. The Five Phasesof Negotiation Investigation Determine your BATNA Presentation Bargaining Closure
- 21. The Five Phasesof Negotiation All phases of the negotiation process are important. The presentation is the one that normally receives the most attention but the work done before that point is equally important. © 2010 Jupiterimages Corporation
- 22. Determining Your BATNA Best A lternative T o a N egotiated A greement
- 23. OB Toolbox: BATNABest Practices 1 Brainstorm a list of alternatives 2 Improve upon more promising ideas and convert them 3 Identify the most beneficial alternative 4 Remember that your BATNA may evolve over time 5 Don’t reveal your BATNA to the other party
- 24. Negotiation Strategies Distributive Approach The traditionalfixed-pie approach in which negotiators see the situation as a pie that they have to divide between them. Integrative Approach An approach to negotiation in which both parties look for ways to integrate their goals under a large umbrella.
- 26. Avoiding Common Mistakein Negotiations Failing to negotiate/accepting the first offer Letting your ego get in the way Having unrealistic expectations Getting overly emotional Letting past negative outcomes affect the present ones
- 27. Tips for NegotiationSuccess Focus on agreement first Be patient Whose reality? Deadlines Be comfortable with silence
- 28. When All ElseFails: Third Party Negotiations Mediation Other Resolution Methods Arbitration Third party negotiations are intended to help avoid a formal trial or hearing.
- 29. When All ElseFails: Third Party Negotiations An outside third party (the mediator) enters the situation with the goal of assisting the parties to reach an agreement. Mediation A process that involves bringing in a third party, the arbitrator, who has the authority to act as a judge and make a binding decision to which both parties must adhere. Arbitration An arbitrator makes a decision and places it in a sealed envelope. Both parties then work through mediation. If they cannot reach an agreement, the arbitrator’s decision becomes binding. Arbitration-Mediation
- 30. You Know It’sTime for a Mediator When… The parties are unable to find a solution themselves Personal differences are standing in the way of a successful solution The parties have stopped talking with one another Obtaining a quick resolution is important
- 31. Ethics and Negotiations Behonest Keep your promises Follow the Platinum Rule. Most people know the Golden Rule…the Platinum Rule takes it one step further by, “Treating others the way they want to be treated.”
Editor's Notes
- #10 Academic and Scholarly Studies: Leadership development is really a study of Behavioral and Leadership Sciences. You will first learn about your individual behaviors and cognition and how you apply them to leadership and management situations. This is where you are now, learning about who you are as a leader and follower. You will be exposed to many theories and concepts of leadership as represented in the Yukl 8e text, the Lencioni book on The Five Dysfunctions of a Team, and any additional readings you undertake as the course progresses. You will read about theories and concepts and be able to match your baseline personal experience to them, as doing this allows you to better understand what and why you did things in the past and now frame them terms of the professional language of psychology and leadership.
- #17 Understanding these questions is the beginning of a very personal journey to explore your continued leadership development requirements. For example, how you define your personality in terms of the leadership connection to behavioral sciences, as well as the professional skills necessary to be an effective manager—which are then added to your understanding and development as a leader—are all part of the leadership development journey discussed in this and other chapters.
- #19 Understanding the concepts of leadership and management requires readers to first understand their leadership and management experience and place it into the context of academic or scholarly theories and concepts. Doing this provides the developing leader with a baseline of identified experience to work from. The next step of leadership development is to understand the professional cognate or language used in academia or scholarly work on leadership. Having this understanding allows the developing leader to better grasp the theories and concepts that frame the hard-earned experiences into lessons learned. The last part of leadership development involves the study of historical and even contemporary leaders. Using leadership or management experience, and framing this with academic or scholarly work, provides the reader with the tools necessary to evaluate and assess the effectiveness of historical or contemporary leaders. The beginning of your leadership development journey is to first understand your leadership and management experience. To accomplish this undertaking is to define your experience into the context of academic and scholarly work, and this is where we begin the study of leadership.
- #20 Understanding the concepts of leadership and management requires readers to first understand their leadership and management experience and place it into the context of academic or scholarly theories and concepts. Doing this provides the developing leader with a baseline of identified experience to work from. The next step of leadership development is to understand the professional cognate or language used in academia or scholarly work on leadership. Having this understanding allows the developing leader to better grasp the theories and concepts that frame the hard-earned experiences into lessons learned. The last part of leadership development involves the study of historical and even contemporary leaders. Using leadership or management experience, and framing this with academic or scholarly work, provides the reader with the tools necessary to evaluate and assess the effectiveness of historical or contemporary leaders. The beginning of your leadership development journey is to first understand your leadership and management experience. To accomplish this undertaking is to define your experience into the context of academic and scholarly work, and this is where we begin the study of leadership.
- #21 Understanding the concepts of leadership and management requires readers to first understand their leadership and management experience and place it into the context of academic or scholarly theories and concepts. Doing this provides the developing leader with a baseline of identified experience to work from. The next step of leadership development is to understand the professional cognate or language used in academia or scholarly work on leadership. Having this understanding allows the developing leader to better grasp the theories and concepts that frame the hard-earned experiences into lessons learned. The last part of leadership development involves the study of historical and even contemporary leaders. Using leadership or management experience, and framing this with academic or scholarly work, provides the reader with the tools necessary to evaluate and assess the effectiveness of historical or contemporary leaders. The beginning of your leadership development journey is to first understand your leadership and management experience. To accomplish this undertaking is to define your experience into the context of academic and scholarly work, and this is where we begin the study of leadership.