Chpt. 13 Managing Conflict

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Chpt. 13 Managing Conflict
2013-04-18 13:49:46

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  1. Conflict
    Process in which one party perceives its interests are being opposed or negatively affected by another party
  2. Functional Conflict
    • Serves organization's interests
    • -Also called constructive conflict
  3. Dysfunctional Conflict
    Threatens organization's interests
  4. Why People Avoid Conflict (7)
    • 1)Harm
    • 2)Rejection
    • 3)Loss of Relationship
    • 4)Anger
    • 5)Being seen as Selfish
    • 6)Saying the Wrong Thing
    • 7)Intimacy
  5. Desired Conflict Outcomes (3)
    • 1)Agreement:must be fair, unfair will leave 1 party feeling exploited or defeated+breed resentment and conflict
    • 2)Stronger Relationships: Fair agreements build bridges of goodwill+trust
    • 3)Learning:functional conflict promotes greater self-awareness+creative prob. solving(learning by doing)
  6. Personality Conflict
    Interpersonal opposition driven by personal dislike, disagreement, or different styles
  7. Workplace Incivility
    Rudeness or a lack of regard for another person
  8. Day of Contemplation
    A one-time-only day off with pay to allow a problem employee to recommit to the organization's values and mission
  9. Intergroup Conflict
    • -Conflict among work groups, teams, and departments,
    • -Too much cohesiveness can breed groupthink b/c a desire to get along pushes critical thinking aside
  10. Contact Hypothesis
    The more the members of different groups interact, the less intergroup conflict they experience
  11. Cross Cultural Conflict
    • -Differing assumptions of how to think and act creates immediate and huge potential for conflict
    • -success or failure when conducting business across cultures often hinges on avoiding and minimizing actual or perceived conflict
  12. Programmed Conflict
    Conflict that raises different opinions regardless of the personal feelings of the managers
  13. Devil's Advocacy
    assigning someone the role of critic
  14. Dialectic Method
    Calls for managers to foster a structured debate of opposing viewpoints prior to making a decision
  15. 5 Conflict Handling Styles
    • 1)Integrating
    • 2)Obliging
    • 3)Dominating
    • 4)Avoiding
    • 5)Compromising
  16. Integrating
    • Interested parties confront the issue and cooperatively identify the problem, generate and weigh alternative solutions, and select a solution
    • -appropriate for complex issues plagued by misunderstanding
    • -Add Issues:Throw in patio furn. w/ houes
    • -Subtract Issues: R U willing to wait a month?
    • -Substitute Issues: what about other house?
    • -LogRolling(bartering)-I will drop this clause if you will....?
  17. 2)Obliging (Smoothing)
    • Involves playing down differences while emphasizing commonalities
    • -Appropriate when it's possible to get something in return
  18. Dominating (Focusing)
    • Relies on formal authority to force compliance
    • -Appropriate when an unpopular solution must be implemented
  19. Avoiding
    • Involves either passive withdrawal from the problem or active suppression of the issue
    • -Appropriate for trivial issues or when the costs of confrontation outweigh the benefits of resolving the conflict
  20. Compromising
    • Give and take approach involves moderate concern for both self and others
    • -Appropriate when parties have opposite goals
  21. Conflict Triangle
    Occurs when two people are having a problem and, instead of addressing the problem directly with each other, one of them gets a third person involved
  22. Alternative Dispute Resolution
    Avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration
  23. ADR: Facilitation
    • A third party, usually a manager,
    • informally urges disputing parties to deal directly with each other in a
    • positive and constructive manner.
  24. ADR: Conciliation
    • A neutral third party informally acts as
    • a communication conduit between disputing parties.
  25. ADR: Peer Review
    • A panel of trustworthy coworkers, selected for their ability to remain objective,
    • hears both sides of a dispute in an informal and confidential meeting
  26. ADR: Ombudsman
    • Someone who works for the organization,
    • and is widely respected and trusted by his or her coworkers, hears grievances
    • on a confidential basis and attempts to arrange a solution.
  27. ADR: Mediation
    • The mediator—a trained, third-party neutral—actively guides the disputing parties
    • in exploring innovative solutions to the conflict.
  28. ADR: Arbitration
    • Disputing parties agree ahead of time to accept the decision of a neutral arbitrator in a
    • formal court-like setting, often complete with evidence and witnesses
  29. Negotiation
    Give and take decision making process involving interdependent parties with different preferences
  30. Distributive Negotiation
    • usually
    • involves a single issue—a “fixed-pie”—in which one person gains at the expense
    • of the other
  31. Integrative Negotiation
    An agreement can be found that is better for both parties than what they wouldhave reached through distributive negotiation