vermette uf 300 chapter 12 relate - part 2
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Chapter Twelve: Managing Conflict and Dealing With Difficult People
Good leaders "first get the right people on the bus,
the wrong people off the bus, and the right people in the right seats."
Jim CollinsChapter 12, Cornerstones for
Professionalism, 2/e, Pearson Education 1
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Chapter Goals
Learning• To identify sources of
conflict in the workplace.
• To understand how the amygdala functions.
• To assess how well you manage conflict.
Ability• Resolve certain types of
conflict.
• To deal with different types of difficult people.
Chapter 12, Cornerstones for Professionalism, 2/e, Pearson Education 2
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Conflict
Chapter 12, Cornerstones for Professionalism, 2/e, Pearson Education 3
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The Amygdala
Chapter 12, Cornerstones for Professionalism, 2/e, Pearson Education 4
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Chapter 12, Cornerstones for Professionalism, 2/e, Pearson Education 5
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Sources of Conflict
Systemic
Conflict that is caused by the system's policies and procedures
Endemic
Conflict that is common in a particular kind of business or setting
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Causes of Systemic Conflict
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Causes of Personal Conflict
• Failure to understand and respect individuality
• Competing interests, competing perspectives
• Hidden agendas• Passive-aggressive
communication
• Arbitrarily killing another’s ideas
• Interpersonal conflicts• Harsh criticism• Gender differences• Bullying and
intimidation
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Questions to Assess and Resolve Conflict
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Benefits of Working Through Conflicts
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Conflict Resolution
Settling disputes and disagreements in a peaceful manner through discussions that lead to an understanding of the cause of problems.
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Management’s Role in Conflict Resolution
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Personal Conflict Management Assessment
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Workplace Harassment
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Types of Difficult People
• Bulldozer
• Saboteur
• Procrastinator
• Whiner
• Explorer
• Pleaser
• Grandstander
• Doomsayer
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Leading Difficult People
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Positive Habits That Gain Respect
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Chapter Reflections
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