Think Systemically - Act Intelligently
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Workshop designed and presented by Edree Allen-Agro for the 2009 Business Analysts World Conference, Seattle, WA. USA.
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Chapter 10:
Managing Conflict
Introduction
Workplace conflicts are often not productive
Take time away from one’s job
Take time away from providing customer service
Strained emotion often lingers
Conflict can lead to innovation and creativity
Conflict must be managed – not ignored
Conflict Defined
An expressed struggle between at least two interdependent parties, who perceive incompatible goals, scarce rewards or resources or expectations that are not being met, and interference from the other party or parties in achieving their goals
Conflict vs. Difference of Opinion
Interdependent parties
Incompatible goals
Interference
If we perceive something, we will often act as if it is true
Managing Conflict
Dimensions of Conflict
History: experiences with the party or other conflicts
Source: can be the other person or something less personal
Perceptions: assumptions and prejudices often make us think something is true even if it is not
Emotions: controlling emotions in a positive manner can lead to positive conflict resolution
Behavior: good, controlled behavior can move us toward positive results
Effective vs. Dysfunctional Responses
Differentiation: “Parties raise the conflict issues and spend sufficient time and energy clarifying positions, pursuing the reasons behind those positions, and acknowledging their differences stage determines differences” (Stutman, 2009, p. 14)
Opportunities to develop understanding during this stage
Case Study: Zest Manufacturing Wars
A small group of managers met for their weekly meeting, and conflict arose
Two managers were at odds because both failed to ask for rationale and allowed their emotions to flare
A third manager facilitated a conversation to help both parties see how to resolve the conflict
Perception was key; both managers perceived that the other was questioning their ability to do their job
Have their been times when emotion influenced your perception of something? Did it help or hurt?
Conflict Within the Organization
Personality conflicts: arise out of differences in the collection of qualities that make people who they are but that also don’t meet our expectations
Role confusion: lack of clarity over expectations of our position or fulfilling our job duties
Intragroup conflict: conflict within a group
Intergroup conflict: conflict between two or more groups
Intraorganizational conflict: conflict within an organization
Critical Thinking Questions - Conflict
Why does conflict often escalate so quickly?
In today’s modern society, what other potential sources of conflict within organization can you think of?
Styles of Dealing with Conflict
Avoiding
Those who prefer avoidance recognize a conflict exists, but tend to want to withdraw from, ignore, or suppress it
Low concern for satisfying concerns of themselves or others
Can be useful when issues are trivial, there is no chance of satisfying your concerns, or disruption outweighs benefits of resolution
Competing
Individuals wh.
Coordinating
There was a conflict between two fairies that was escalating until a third fairy intervened and told them "Nuff said", stopping the argument. Some pixies were bothering passersby until one upset fairy confronted them and the pixies fled when another said "That's E Nuff". At a fight in the forest involving many magical creatures, one fairy was able to subdue them all until a werewolf objected but was stopped when someone said "That's Fairy Nuff". Now in the woods you may encounter this fairy who will "deal with any humans" and you don't want to hear "E Nuff".
Abi Bennetts - Brighton SEO 2021 - Psychology principles to power digital PR ...
Brighton SEO - March 2021.
Psychology principles to help you run a successful digital PR team in 2021.
Psychology for UX and Human Experience
The document discusses principles of user experience (UX) design from a psychological perspective. It introduces concepts like motivation, cognition, emotion, behavior, and consistency as frameworks for understanding how people think and interact with systems. The document advocates applying insights from fields like behavioral psychology to craft better user experiences and generate ideas by understanding common human capabilities, limitations, and biases.
From this article Kahneman, D., Lovallo, D., & Sibony, O. (2011.docx
From this article:
Kahneman, D., Lovallo, D., & Sibony, O. (2011a). Before you make that big decision. Harvard Business Review, 89(6).
This is the article in reference:
Dangerous biases can creep into every strategic choice. Here's how to find them--before they lead you astray
THANKS TO a slew of popular new books, many executives today realize how biases can distort reasoning in business. Confirmation bias, for instance, leads people to ignore evidence that contradicts their preconceived notions. Anchoring causes them to weigh one piece of information too heavily in making decisions; loss aversion makes them too cautious. In our experience, however, awareness of the effects of biases has done little to improve the quality of business decisions at either the individual or the organizational level.
Though there may now be far more talk of biases among managers, talk alone will not eliminate them. But it is possible to take steps to counteract them. A recent McKinsey study of more than 1,000 major business investments showed that when organizations worked at reducing the effect of bias in their decision-making processes, they achieved returns up to seven percentage points higher. (For more on this study, see "The Case for Behavioral Strategy," McKinsey Quarterly, March 2010.) Reducing bias makes a difference. In this article, we will describe a straightforward way to detect bias and minimize its effects in the most common kind of decision that executives make: reviewing a recommendation from someone else and determining whether to accept it, reject it, or pass it on to the next level.
For most executives, these reviews seem simple enough. First, they need to quickly grasp the relevant facts (getting them from people who know more about the details than they do). Second, they need to figure out if the people making the recommendation are intentionally clouding the facts in some way. And finally, they need to apply their own experience, knowledge, and reasoning to decide whether the recommendation is right.
However, this process is fraught at every stage with the potential for distortions in judgment that result from cognitive biases. Executives can't do much about their own biases, as we shall see. But given the proper tools, they can recognize and neutralize those of their teams. Over time, by using these tools, they will build decision processes that reduce the effect of biases in their organizations. And in doing so, they'll help upgrade the quality of decisions their organizations make.
The Challenge of Avoiding Bias
Let's delve first into the question of why people are incapable of recognizing their own biases.
According to cognitive scientists, there are two modes of thinking, intuitive and reflective. (In recent decades a lot of psychological research has focused on distinctions between them. Richard Thaler and Cass Sunstein popularized it in their book, Nudge.) In intuitive, or System One, thinking, impressions, associations, feeling.
Brain-Based Training & Development
In this presentation at the 2014 Canadian Society for Training & Development, Behavioral Change Expert Heather Hilliard explains why training and development programs need to take into account how the brain learns and provide opportunities for individuals with different brain styles to get the experiences they need. Organizations waste billions of dollars yearly on poorly designed and executed programs that fail to improve overall leadership and employee performance.
Michael R. Van Dyke: Applying Emotional Intelligence
The document discusses applying emotional intelligence as a project manager. It examines emotional intelligence frameworks and identifies three core competencies of high emotional intelligence that are important for project managers - communication, conflict management, and establishing positive relationships. Project managers with high emotional intelligence can enhance communication, reduce conflict, and act as strategic leaders on their projects.
Contemporary management theory
The document discusses several theories related to management and organizational behavior, including contingency theory, technology determinism, and stakeholder theory. Contingency theory claims there is no single best way to organize and that the optimal approach depends on internal and external factors. Technology determinism argues technologies directly impact organizational attributes like span of control. Stakeholder theory identifies six groups that influence organizations: technology, suppliers, customers, government, unions, and consumer groups.
Emotional Intelligence as a Predictor of Conflict Resolution Style in Public ...
In today’s dynamic work environment people are more emotionally troubled. They feel lonely depressed, nervous, aggressive and stressful and this results in absenteeism, passivity, less productivity and attrition. This can also lead to conflicts but all conflicts are not destructive. Conflicts can be constructive if a person knows how to manage it well. Emotional intelligence is a personal attribute in employees which can help them to deal with conflicts. This exploratory as well as descriptive study is undertaken in public sector Delhi/NCR to find out and analyze the conflict resolution style adopted by the employees and to study the role emotional intelligence plays in choosing of conflict resolution style. Quantitative data was collected from 85 employees using conflict management style questionnaire by Johnson (1990) and emotional intelligence instrument by Emily A. Sterrett (2000). The data analysis using SPSS and MS Excel showed that employees of public sector have a very high or a high emotional intelligence and they mostly use collaborating style of conflict resolution. Emotional Intelligence (EI) and conflict resolution styles (CRS) are 75% related with each other
Orglens intro - v6
Orglens is a tool that uses social network analysis to map the informal social networks within organizations. It analyzes relationships of work, trust, communication, decision making, and more through a short survey. This reveals the real functioning of the organization beyond formal structures. Insights from Orglens can help with organizational changes, identifying influencers, measuring collaboration, succession planning, retention, and other people-focused goals. Clients report Orglens provides valuable, objective data on previously subjective topics to guide business decisions.
Evidence-Based Decision Making, The Case of Knowledge Worker Productivity
Evidence-Based Decision Making, The Case of Knowledge Worker ProductivityCenter for Evidence-Based Management
Evidence-Based Decision Making: The Case of Knowledge Worker Productivity
AWA Workplace week 2014
NVZD Annual Meeting 2015
Eric Barends
Rob BrinerThe brain new world - insights for organisations and strategy
The document discusses using the human brain as an analogy to understand modern organizations operating in complex environments. It provides five key insights: 1) Limiting a reductionist approach and recognizing organizations as integrated wholes, 2) Understanding that organizations naturally resist change, 3) Appreciating the powerful non-conscious impact of organizational culture, 4) Valuing pausing before responding to allow new insights, and 5) Protecting self-regulation processes during periods of pressure. Viewing organizations through the lens of the brain provides a new way to develop strategy in today's uncertain world.
The beer game - a production distribution simulation
A presentation by Michael D. Ford CFPIM, CSCP, CQA, CRE, CQE, Principal, TQM Works Consulting, USA delivered during the 38th annual SAPICS event for supply chain professionals in Sun City, South Africa.
The Beer Game was developed by Jay Forrester at MIT’s Sloan business school in the early 1960s. It is a simple yet realistic simulator of the supply chain and is used as a teaching tool for systems dynamics. It has been played all over the world by thousands of people ranging from high school students to chief executive officers and government officials. Each participant plays a role in the production and distribution of a product, in this case “beer”.
Information Km Attitude Change Model 00
1. The document discusses how providing access to information and knowledge management systems can be used to positively influence human behavior and drive desired organizational values and outcomes. It argues that information accessibility encourages transparency, honesty, adherence to values and measurable performance.
2. Key points made include that knowledge directly shapes beliefs, identity, vision and drives behavior and values. The quality of decisions can be improved by equipping people with better information streams.
3. When information is fully distributed and knowledge management systems are used, it allows understanding of all decision factors and comparison of behaviors, which encourages transparency, honesty and adherence to shared values and goals.
Agile Practices and Design Thinking.pptx
The document discusses key concepts in systems thinking and agile practices. It provides an overview of systems thinking principles like interconnectedness, synthesis, emergence, feedback loops and causality. It also describes the iceberg model in systems thinking which looks at events, trends, structures and mental models. The document then discusses value chain analysis and its use in understanding how activities within an organization add value. It outlines the value chain for software development and discusses capability optimization using the Capability Maturity Model. Finally, it covers the evolution and core values of agile methodology and lists the twelve principles of the Agile Manifesto.
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Think Systemically - Act Intelligently
- 7. “ Similarly, thought is a system. “ David Bohm Quantum Physicist Quantum Physicist
- 16. Your Progress 1 10 1 10
Editor's Notes
- Traditional focus of BA’s and PM’s: Business, functional, financial and technical systems
- Individuals are parts of the system Their interrelationships are the structure of People Systems Their interactions--how well they communicate And collaborate--how the respond to and/or create Change are all essential processes that must be attended to.
- Trends: From Keynotes-more systemic thinking, what clients need Position: Pivotal--liaison all stakeholders Skills: Analytical expertise and systems thinking
- Raise your EI and your SI---starts with awareness Potential of raising the EI and SI of the collaboration team