Resolving Conflict and Dealing with Difficult People

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Resolving Conflict and Dealing with Difficult People

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Presentation transcript:

Resolving Conflict and Dealing with Difficult People Chapter Thirteen Resolving Conflict and Dealing with Difficult People

Views of Conflict Traditional view: a clash between incompatible people, ideas, or interests New view: an opportunity for personal growth

Finding the Root of Conflict

Organizational Change Most organizations have tension between stability and change

Ineffective Communication When different people work closely together, communication breakdowns are inevitable For a misunderstanding… For true disagreements…

Value and Culture Clashes Conflict may be due to value differences between individuals

Work Policies and Practices Conflict may happen when…

Adversarial Management Conflict can occur when managers view employees and other managers with distrust and suspicion

Competition for Scarce Resources Downsizing and cost cutting can lead to destructive competition for scarce resources

Personality Clashes Some people just don’t like each other

Resolving Conflict Assertively Conflict is often uncomfortable Nonassertive behavior ignores the problem Aggressive behavior violates the rights of others

Figure 13.1 - Dealing with People You Can't Stand

How to Become More Assertive You can learn to express wants, dislikes and feelings in a clear and direct manner without threatening or attacking others

Learn to Negotiate Effectively

The Win/Lose Strategy Attempts to achieve goals at the expense of others

The Lose/Lose Strategy Both parties give up something and may feel frustrated

The Win/Win Strategy Work toward a mutually satisfying solution

Figure 13.2 - Top Negotiating Tips

Beware of Defensive Behaviors

Know that Negotiating (Behavior) Styles Vary

Figure 13.3 - Behavioral Styles for Conflict Situations

Negotiating Styles Vary Avoidance style Uncooperative/Nonassertive Accommodating style Cooperative/Nonassertive Win/lose style Uncooperative/Aggressive

Negotiating Styles Vary Problem-solving style Assertive/Cooperative Compromising style Moderately assertive/Moderately cooperative

Conflict Resolution Process Step 1: Decide whether you have a misunderstanding or a true disagreement Step 2: Define the problem and collect facts Step 3: Clarify perceptions Step 4: Generate options for mutual gain Step 5: Implement options with integrity

Labor Unions in Conflict Resolution

Collective Bargaining