Lecture Twelve Chapter Ten Conflict Management

MANAGERS SPEND 20% OF THEIR TIME DEALING WITH CONFLICT

DEFINITIONS Katz and Kahn Two systems are in conflict when they interact directly in such a way that the actions of one tend to prevent or compel some outcome against the resistance of the other. Smith A situation in which conditions, practices, or goals of individuals are inherently incompatible. Thomas A struggle over values or claims to scarce resources, power, or status. In this struggle, opponents aim to neutralize, injure, or eliminate their rivals

POSITIVE ASPECTS OF CONFLICT Requires Manager to Evaluate Their Goals Creates Dialogue Between Employees Fosters Solutions Foster Creativity Helps People Overcome Individual Psychological Distortions and Bias Provides Higher Quality Decisions

FOUR AXIOMS RELATING CONFLICT TO COMMUNICAITON Conflict Involves at Least Two Parties Conflict Develops Due to Perceived Mutually Exclusive Goals Conflict Involves Parties Who May Have A different Value or Perception System Conflict Terminates Only When Each Party is Satisfied That It Has Won Or Lost

Conflict MANIFESTATION OF CONFLICT Aggression Integrated Problem Solving

CONFLICT RESOLUTION LOSE/LOSE WIN/WIN WIN/LOSE Dominance of Power and Authority LOSE/LOSE Negotiation and Compromise WIN/WIN Consensus Integrative

MAXIMIZATION STRATEGIES Cooperation is better than competition within organizations When parties are trusted they tend to function at a higher level (Page 228) Status differences should be minimized Start with the view that mutually acceptable solutions can be found

Six Action Steps Review and Adjust Conflict Conditions Review and Adjust Perceptions Review and Adjust Attitudes Define the Problem Jointly Search for Alternatives Evaluate Alternative and Develop Ultimate Solutions