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Managing Conflict

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Managing Conflict
Objectives
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Definition
Views on Conflict
Types of Conflict
Conflict Strategies
Desired Outcomes
Definition
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A struggle or contest between people with
opposing needs, ideas, beliefs, values, or
goals
A process that begins when one party
perceives that another party has negatively
affected or is about to affect something that
the first party cares about
Definition (cont.)
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An active effort by an individual or group for
its own preferred effort at the cost of others
A process by which the efforts of “A” are
purposefully made to offset the efforts of “B”
by some form of blocking that will result in
frustrating “B” in attaining his/her goal(s)
Conflict
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“Conflict tends to obstruct cooperative action,
create suspicion and distrust and decrease
productivity.”
Views on Conflict
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Traditional View – the view that all conflict is
harmful and must be avoided
Human Relations View – the belief that
conflict is a natural and inevitable outcome in
any group
Views on Conflict (cont.)
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Integrationist/Modern View – the belief that
conflict is not only a positive force in a group
but that it is absolutely necessary for a group
to perform effectively. It’s a natural
occurrence and should be encouraged. It is
necessary for a harmonious, peaceful,
cooperative atmosphere leading to
teamwork.
Types of Conflict
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Dysfunctional – Conflict that hinders group
performance due to poor communication,
lack of openness and trust between two
people, and failure to be responsive to the
needs and aspirations of others
Types of Conflict (cont.)
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Functional Conflict – works towards the goals
of an organization or group and improves
performance. It is creatively managed
conflict that shakes people out of their ruts
and gives them new points of view.
Conflict
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“If we are going to be a learning organization,
there must be some level of conflict.” (MM)
Effect of Conflict on Organizational
Performance
Conflict Management Strategies
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C
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Accommodation
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Collaboration
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Compromising
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Avoiding
Competing
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ASSERTIVENESS
Conflict Management Strategies (cont.)
Competing/Forcing
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Using formal authority or other power that
you possess to satisfy your concerns without
regard to the concerns of the party you are in
conflict with.
High Assertiveness – Low Cooperation
Appropriate to use – when quick action is needed,
unpopular decisions need to be made, when vital issues must be
handled, and when one is protecting self interest
Competing/Forcing (cont.)
Skills Needed for This Strategy/Mode
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Arguing/debating
Using rank or influence
Asserting your opinions and feelings
Standing your ground
Stating your position clearly
Conflict Management Strategies (cont.)
Avoiding
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Not paying attention to the conflict and not
taking any action to resolve it
Low assertiveness – Low cooperation
Appropriate Use – when you have issues of low
importance, to reduce tensions, to buy some time, when you’re
in a position of lower power
Avoiding
Skills Needed for This Strategy/Mode
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Ability to withdraw
Ability to leave things unresolved
Ability to sidestep issues
Sense of timing
Conflict Management Strategies (cont.)
Accommodating
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Allowing the other party to satisfy their
concerns while neglecting your own
Low assertiveness – high cooperation
Appropriate use: to show reasonableness, develop
performance, create good will, keep the peace
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Note: some use this outcome when the issue or outcome is of low importance
(Be careful not to “keep a tally” or be a martyr with the unspoken expectation
that the “favor” will be returned)
Accommodating
Skills Needed for This Strategy/Mode
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Forgetting your desires
Selflessness
Ability to yield
Obeying orders
Conflict Management Strategies (cont.)
Compromising
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Attempting to resolve a conflict by identifying
a solution that is partially satisfactory to both
parties but completely satisfactory to neither
Moderate Assertiveness – Moderate
cooperativeness
Appropriate use – when dealing with issues of moderate
importance, when you have equal power status, when you have a
strong commitment for resolution, use as a temporary solution when
there are time constraints
Compromising
Skills Needed for This Strategy/Mode
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Negotiating
Assessing value
Finding s middle ground
Making concessions
Conflict Management Strategies (cont.)
Collaborating
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Cooperating with the other party to understand their
concerns and expressing your own concerns in an
effort to find a mutually and completely satisfactory
solution (win-win)
High Assertiveness – High cooperation
Described as putting an idea on top of an idea on top
of an idea in order to achieve the best solution to a
conflict (Best solution – a creative solution to the conflict that would not
have been generated by a single individual)
Collaborating (cont.)
Appropriate Use
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When the conflicts warrant the time and energy
When the conflict is important to the people who are
constructing an integrative solution
When the issues are too important to compromise’
When merging perspectives
When gaining commitment
When improving relationships
When learning
Collaborating (cont.)
Skills Needed for This Strategy/Mode
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Active listening
Identifying concerns
Non threatening confrontation
Analyzing input
Desired Outcomes of Conflict
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Agreement – strive for equitable and fair
agreements that last
Stronger Relationships – build bridges of
goodwill and trust for the future
Learning – greater self awareness and
creative problem solving
Thank you!!!
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