managing conflict (group5)
TRANSCRIPT
![Page 1: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/1.jpg)
Ivy A. VidallonPresenter
Managing Conflict, Politics and Negotiation
![Page 2: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/2.jpg)
.
“Leaders approach conflict with an eye for resolution. When handled effectively, successful confrontations raise team performance. To manage conflict effectively, you must begin by recognizing there are three sides to every story:Yours / Theirs / The Truth” ― Angie Morgan
![Page 3: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/3.jpg)
• Organizational Conflict– The discord that arises when goals, interests
or values of different individuals or groups are incompatible and those people block or thwart each other’s efforts to achieve their objectives.
– Conflict is inevitable given the wide range of goals for different stakeholder in the organization
Jones G.R. and George J.M.(2014) Contemporary Management 8th ed., McGrawHill Education
![Page 4: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/4.jpg)
The Effect of Conflict on Organization Performance
![Page 5: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/5.jpg)
Conflict Level Summary
![Page 6: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/6.jpg)
Types of Organizational Conflict
![Page 7: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/7.jpg)
Types of Conflict1. Interpersonal conflict-between
individuals due to differences in their goals or values.
2. Intragroup conflict- within a group or team
3. Intergroup conflict- between two or more teams, group or departments
4. Interorganizational conflict-arises across organizations
![Page 8: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/8.jpg)
Sources of Conflict
![Page 9: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/9.jpg)
Conflict Management StrategiesAvoidance
two parties try ton ignore the problem and do nothing to resolve the disagreement
Competitioneach party tries to maximize its own gain and has
little interest in understanding the other’s positionAccommodation
One party simply gives in to the other party.
Winners and losersTrouble implementing decisions
![Page 10: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/10.jpg)
Everyone winsGreater commitment to decisions
Conflict Management Strategies
CompromiseEach party is concerned about their goal
accomplishment and is willing to engage in give-and-take exchange to reach a reasonable solution.
Collaboration Parties try to handle the conflict without
making concessions by coming up with a new way to resolve their differences that leaves them both better off.
![Page 11: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/11.jpg)
1. Increasing awareness of the source of conflict
2. Increasing diversity awareness and skills
3. Practicing job rotation4. Using permanent transfers or
dismissals when necessary
Strategies Focused on Individuals
![Page 12: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/12.jpg)
1. Changing an organization’s structure or culture
2. Altering the source of conflict.
Strategies Focused on the Whole Organization
![Page 13: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/13.jpg)
Parties to a conflict try to come up with a solution acceptable to themselves by considering various alternative ways to allocate resources to each other.
Negotiation
![Page 14: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/14.jpg)
The Negotiation Process
![Page 15: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/15.jpg)
An impartial individual with expertise in handling conflict
Helps parties in conflict reach an acceptable solution
a. MediatorFacilitates negotiations but no authority to impose a solutionb. ArbitratorCan impose what he thinks is a fair solution to a conflict that both parties are obligated to abide by
Third party Negotiators
![Page 16: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/16.jpg)
1. Distributive BargainingNegotiation that seeks to divide up a fixed amount of resources; a win-lose situation.
2. Integrative BargainingNegotiation that seeks one or more settlements that can create a win-win solution.
Negotiation Strategies
![Page 17: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/17.jpg)
17-17
Distributive vs. Integrative Negotiation
![Page 18: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/18.jpg)
1.. Emphasizing superordinate goals-goals that both parties agree to regardless of the source of their conflict2. Focusing on the problem, not the people3. Focusing on interests, not demands4. Creating new options for joint gain5. Focusing on what is fair
Strategies to encourage Integrative Bargaining
![Page 19: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/19.jpg)
Organizational Politics-The activities managers engage in to increase
their power an to use power effectively to achieve their goals or overcome resistance or opposition
Importance positive force that can bring about needed
change when political activity allows a manger to gain support for needed changes that will advance the organization
Organizational Politics
![Page 20: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/20.jpg)
17-20
Political Strategies for Gaining and Maintaining PowerStrategies
Controlling Uncertainty Reduce uncertainty for others in the firm
Being Irreplaceable Develop valuable special knowledge or skills
Being in a Central Position
Have decision-making control over the firm’s crucial activities and resources
Generating Resources Hire skilled people or find financing when it is needed
Building Alliances Develop mutually beneficial relations with others inside and outside the organization
![Page 21: Managing conflict (group5)](https://reader036.vdocuments.us/reader036/viewer/2022062523/587e90841a28ab672b8b5995/html5/thumbnails/21.jpg)
Strategies for Exercising PowerStrategies Relying on Objective Information
Providing impartial information causes others to feel the managers’ course of action is correct
Bringing in an Outside Expert Using an expert’s opinion to lend credibility to manager’s proposal
Controlling the agenda Influencing those issues included (and those dropped) from the decision process)
Making everyone a winner Making sure that everyone whose support is needed benefits personally from providing that support