Transcript Chapter 6

Conflict Defined
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Cold Conflict
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functional
little to no emotion
builds consensus
enhances relationships
Hot Conflict
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dysfunctional
much emotion
destroys relationships
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Factors Influencing
Hot Conflict
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Attitudes
Control imbalance
Outcome importance
Perceptions of:
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interdependence
different goals
being kept from goals
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The Conflict Process
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Analysis
Frustration
Conceptualization
Behavior
Other’s reactions
Outcome
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Consequences of Conflict
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Decreased productivity
Low morale
Absenteeism
Stress
Turnover
Law suits
Violence
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Types of Conflict
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Interpersonal
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Individual - Group
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Group - Group
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Sources of Conflict
Hidden
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Fear
Embarrassment
Distrust
Hurt
Anger
Uncertainty
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Sources of Conflict
Surface
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Interdependence
Jurisdictional Ambiguity
Communication
Culture and Value
Difficult Personalities
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Types of Difficult People
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Aggressive
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Tank
Grenade
Sniper
Know-it-all
“No” person
Whiner
Passive
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“Yes” person
Bump-on-a-log
‘Round-to-it
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Angry Customers
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Aggressive Behaviors
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Warriors
Unloaders
Child
Blamer
Gunny Sacker
Passive Behaviors
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Survivalists
Guiltmakers
Pretenders
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Handling Diversity Disputes
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Increase scope of diagnoses
Validate the other groups’ culture and
viewpoint
Encourage workplace diversity
Identify power and control imbalances and
redistribute where appropriate
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Individual Differences in
Dealing with Conflict
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Personality traits versus
learned behavior
Relationship of disputing
parties
Gender differences
Past conflict experiences
Conflict response style
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Conflict Response Styles
The Sage
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Problem-solver
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Win/Win orientation
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Cooperative problem solving
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Emphasis on preserving
relationship and meeting own
goals as well as that of
others
Conflict Response Styles
The Diplomat
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Goal-oriented
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Compromising orientation
- provide evidence
- persuasion
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Emphases on relationship
and each other’s goals
Conflict Response Styles
The Ostrich
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Avoidance
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Withdrawal orientation
- quit
- complaining to others
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Over-emphasis is on
preserving relationship
Conflict Response Styles
The Philanthropist
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Accommodating
- smoothing and
conciliation
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High concern for satisfying
needs of others
Conflict Response Styles
The Warrior
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Win/Lose orientation
- winning at all costs
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Potential problem
creator
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Focus on own goals
Conflict Management Stages
Stage 1: Analysis
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Determine best strategy
to use
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Dictation
Arbitration
Mediation
Negotiation
Identify all sources of
conflict
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Conflict Management Stages
Stage 1: Analysis
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Dictation is best when:
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parties are irrational
no trust exists
too angry to be realistic
have mental health issues
alcohol or drugs are involved
when violent behavior is potential
parties have poor communication
skills
there are time constraints
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Conflict Management Stages
Stage 1: Analysis
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Mediation and negotiation are
best when:
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parties are rational
parties want to work out a solution
together
some trust still exists
there are no time constraints
Arbitration
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same as mediation but use when
parties get stuck during mediation
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Ury Negotiation Model
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Don’t react
Don’t argue
Don’t reject
Don’t push
Minimize escalation
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Conflict Management Stages
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Stage 2: Confrontation
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Story telling
Stage 3: Resolution
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Problem and sources have
been identified
Alternative resolutions are
brainstormed
Mutually agreeable solution
chosen
Agreement to monitor
changes in the future
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Summary of Conflict
Management Stages
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Stage 1: Analysis
 Decide strategy
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dictation
arbitration
mediation/negotiation
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Stage 3: Resolution
 Brainstorm solutions
 Choose solution
 Agree to
monitor/change
Identify all conflict
sources
Stage 2: Confrontation
 Storytelling
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Managing Workplace Conflict
Interpersonal Communication
Techniques
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Active listening
Reflecting
Empathy
Questioning
Highlight common goals
Creating trust
Inquiring silence
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Managing Workplace Conflict
Active Listening Means
Using nonverbal gestures to let employees
know their concerns are being heard.
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eye contact
head nodding
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Managing Workplace Conflict
Reflecting Means
Seeking clarification through paraphrasing of
what each individual has said.
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Open-ended vs. closed-ended questions
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Managing Workplace Conflict
Communication Reminders
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Use “I” rather than “you”
Focus on behaviors, not personality
Give clear and specific examples
Explain impact of inappropriate behaviors on
others
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Dealing with Difficult People
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Direct Intervention
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Indirect Intervention
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positive feedback when
appropriate behavior is used
Direct Coping
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address behavior
explain impact of behavior on
others
separate difficult employee from
others
Indirect Coping
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provide training to others on
dealing with difficult personality
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Effectiveness of Techniques
Depends on:
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Disputing parties’ communication skills
Conflict perspective
Power distribution
Personal accountability
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Preventing Workplace Conflict
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Well-written job descriptions
Unambiguous policies
Clarification of roles and
expectations
Training on new policies
Conflict management training
For teams, clarification of
levels of authority
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Managing Workplace Conflict
Steps for Mediation
Step 1: Stabilize the setting
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greet parties
use interpersonal communication techniques
confirm neutrality
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Managing Workplace Conflict
Steps for Mediation
Step 2: Help disputants communicate
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both parties tell their side without interruption
clarify unclear issues
summarize main problems
focus on areas of agreement
prioritize what needs to be settled
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Managing Workplace Conflict
Steps for Mediation
Step 3: Help parties negotiate
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seek cooperation
help them explore alternative solutions
allow venting but no accusations
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Managing Workplace Conflict
Steps for Mediation
Step 4: Clarify their agreement
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summarize the agreement terms
state each parties’ role in implementing the agreement
(who does what, when, where, how)
explain follow-up process
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