Dr. Roy Philip MHR Conflict and Change Management.

Slides:



Advertisements
Similar presentations
CHAPTER 11 Group Processes in Work Organizations
Advertisements

Conflict Definition: A process that begins when one party perceives that another party has negatively affected,or is about to negatively affect,something.
© PRIMA-EF Consortium Work Package 5: Interventions and best practice on bullying and third party violence at work Interventions and best practice workshop.
Conflict.
Organizational Behavior Principles
Organizational Communication. What are we talking about? Communication that takes place within the context of an organization.
Managerial Mediation: A Core management competency The Manager-as-Mediator Seminar ™ Presented by Ray Rusin.
Conflict Management. Conflict Natural Can be a useful growth experience Arises between 2 or more individuals from a perceived threat to their wants, needs,
Power and Conflict Dr. Yu Fu
Chapter 10 Managing Conflict. Conflict The process that results when one person or a group of people perceives that another person or group is frustrating,
Chapter 6 Groups and Teams. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 2 Purpose and Overview Purpose –To understand effective.
 2007 McGraw-Hill Ryerson Ltd Chapter 9 Conflict and Negotiation.
CONFLICT PROCESS & CONFLICT HANDLING. WHAT IS CONFLICT? Conflict is a disagreement through which the parties involved perceive a threat to their needs,
13 T H I R T E E N Organizational Conflict and Negotiation C H A P T E R.
Microsoft® PowerPoint Presentation to Accompany
Conflict. Conflict may be understood as collision or disagreement. Conflict arises when individuals or groups encounter goals that both parties cannot.
Chapter 14 Leading Teams 1.
Passionate about developing people Performance Management Maureen Scholefield Managing Director.
Conflict Management Processes Chapter 9. Assumptions Harmony is normal and conflict is abnormal. Conflict and disagreements are the same thing. Conflict.
Foundations of Group Behavior
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 1 CHAPTER 13 CONFLICT AND STRESS.
 Learning Objectives:  Understand the meaning, levels and sources of Conflict  Discuss various ways and styles to deal with conflict  Recognize the.
Organizational change Lecture 12. Organizational change Substantive modification in some part of the organization; It may include any aspect in the organization:
Project Team Building, Conflict, and Negotiation
Title. © 1999 by Dana Mediation Institute, Inc.
NIH Office of the Ombudsman Center for Cooperative Resolution NEGOTIATION TRAINING WORKSHOP NIH Office of the Ombudsman/ Center for Cooperative Resolution.
© 2011 Cengage Learning. All rights reserved. Chapter 13 Conflict and Negotiation Learning Outcomes 1.Describe the nature of conflicts in organizations.
Title. © 1999 by Dana Mediation Institute, Inc.
Copyright c 2006 Oxford University Press 1 Chapter 9 Managing Conflict in Groups Defining conflict Two interdependent parties capable of invoking sanctions.
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 16 1 Team Management and Conflict MANAGEMENT Meeting and.
Group and Team What Is Group What Is Group Group: “Two or more interacting and interdependent individuals who come together to achieve particular goal.”
Understanding Groups & Teams Ch 15. Understanding Groups Group Two or more interacting and interdependent individuals who come together to achieve particular.
Management Practices Lecture 27.
1 Conflict Resolution and Negotiation in Engineering Project Teams.
INDIVIDUALS GROUPSINDIVIDUALS AND GROUPS The term ‘interpersonal’ focuses on the bond between two people, and the behavior between these two individuals.
Conflict & resolution. What do you think this graphic represents??
Conflict Management.
Group Conflict Group members: Oon Seok Khim Nik Fazlin Binti Abd.Rahim AS100235AS Khor Tzy ChiiZuraida Binti Ibrahim AS100207AS Fleming Kou.
Conflict. What is Conflict? Conflict is a disagreement over issues of that are important or have an emotional irritant. Substantive conflicts involve.
Organization Development and Change © PAPERHINT.COM.
1 How can we deal positively with conflict?  Conflict – A disagreement between people on: Substantive issues regarding goals, allocation of resources,
MRNY CHW Training Conflict Resolution Skills ​.. Conflict resolution skills essential for CHWs What words, feelings, and images come to mind when you.
1 By: Ms. Adina Malik (ALK) Agents, Constituencies, Audiences Coalitions Multiple Parties and Teams By: Ms. Adina Malik (ALK)
Copyright © Houghton Mifflin Company. All rights reserved.5-1 Chapter 5 Ethical Decision Making and Ethical Leadership.
13-1 McGraw-Hill/Irwin ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved CHAPTER THIRTEEN Multiple Parties and Teams.
LECTURE 4 WORKING WITH OTHERS. Definition Working with others : is the ability to effectively interact, cooperate, collaborate and manage conflicts with.
Module 16 Conflict and Negotiation. Module 16 What should we know about dealing with conflict? How can we negotiate successfully?
Stress Reduction & Conflict Management Unit 3. Stress-Reduction Techniques Managers must ensure employee well-being and increase productivity, while at.
Chapter 15 Effective Groups and Teams. What Is a Group? Group - two or more interacting and interdependent individuals who come together to achieve specific.
Dr. Roy Philip MHR Conflict and Change Management.
District 4 Area Workshops 2016 Conflict Resolution or I say tomato you say…
Managerial Conflict/Negotiation 1. 2 What is conflict?  Conflict occurs whenever: – Disagreements exist over important subjects. – Emotional conflicts.
Conflict and negotiation. Conflict 14–1 Conflict Defined Is a process that begins when one party perceives that another party has negatively affected,
Conflict Management Chapter Eleven: Managing Conflict.
INTERGROUP AND THIRD PARTY PEACEMAKING INTERVENTIONS
Goals and Conflict Management
Organizational Behavior (MGT-502)
Conflict and Negotiation
11 Managing Conflict Chapter
Conflict Resolution.
In the Workplace Denise Hutchins Annette M. Holba University Days 2017
Managing Team Conflict Standards 8.23
MGT 210 CHAPTER 13: MANAGING TEAMS
Designing Interventions
Panther Prep North Central High School
Managing Interpersonal Conflicts
CHAPTER 11 Group Processes in Work Organizations
Conflict Resolution.
CHAPTER 11 Group Processes in Work Organizations
Leading through Conflict
Presentation transcript:

Dr. Roy Philip MHR Conflict and Change Management

Conflict Defined o “disagreement through which the parties involved perceive a threat to their needs, interests or concerns.”

Workplace Conflict Defined o “a condition between or among workers whose jobs are interdependent, who feel angry, who perceive the other(s) as being at fault, and who act in ways that cause a business problem.”

Workplace Conflict Structure o Interdependency o Number of interested parties o Constituent representation o Negotiator authority o Critical urgency o Communication channels

Mediation Techniques o Managerial mediation o Team mediation o Self-help mediation o Preventive mediation

Conflict Costs o Wasted time o Bad decisions o Lost employees o Unnecessary restructuring o Sabotage, theft, damage o Lowered job motivation o Lost work time o Health costs

Conflict Risks o Workplace violence o Unionization, labor strikes o Vandalism o Malicious whistle-blowing o Retaliatory lawsuits

Conflict Resolution o Power contests o Right contests o Interest reconciliation

Conflict Resolution Characteristics o Dialogue is essential o Dialogue must be protected o Dialogue must be given time o Dialogue must be facilitated by someone who performs the ‘primary tasks’ of the mediator

Steps in Managerial Mediation o Decide to mediate o Hold preliminary meetings o Plan the context o Hold a three-way meeting o Follow-up

Steps in Self-Mediation o Find a time to talk o Plan the context o Talk it out o Make a deal

Steps in Team Mediation o Define the issue o Define the parties o Get the parties to the table o Help the parties define their interests o Brainstorm options o Test options against interests and modify as necessary o Finalize an action plan o Ask for commitment

Conflict Issues o Substantive (Issues involving objective self-interests) o Emotional (Issues with underlying psychological needs) o Pseudo-substantive (Issues where emotional issues are disguised as substantive issues)

Conflict Myths o Mediation is solely a professional practice o Mediation must be performed by a third party o Mediation is a problem-solving process o Mediation must occur at a particular time and place

Conflict Reiterated o More than a mere disagreement o Participants respond on the basis of their perceptions to the situation o Conflicts contain substantial, procedural, and psychological dimensions o Conflicts are predictable and to be expected o Creative problem-solving strategies are essential

Conflict Styles o Competing o Avoiding o Accommodating o Compromising o Collaborating

Conflict Styles CompetingAvoidingAccommodatingCompromisingCollaborating Conflict Styles

CompetingCollaborating Compromising Accommodating Avoiding Uncooperative Cooperative COOPERATIVENESS Assertive ASSERTIVENESS Unassertive

Conflict Responses o Emotional o Cognitive o Physical

Conflict Perceptions o Culture, race, and ethnicity o Gender and sexuality o Knowledge (general and situational) o Impressions of the Messenger o Previous experiences

Group-Based Interventions – 8 Principles 1. If the group is to be used as a medium for change, those people who are to be changed and those who are to exert influence for change must have a strong sense of belonging to the same group. 2. The more attractive a group is to its members the greater the influence it will exert over its members. 3. A group has most influence over those matters that attract members to it. 4. The greater the prestige of the group member in the eyes of the other group members, the greater the influence that member can exert. 5. Efforts to change individual members or sub-parts of a group which, if successful, would have the effect of making them deviate from the norms of the group will encounter strong resistance.

Group-Based Interventions – 8 Principles 6. It is possible to create strong pressure for change in a group by establishing a shared perception of the need for change, thus making the source of pressure for change lie within the group. 7. Information relating to the need for change and the consequences of change (or no change) must be shared by all relevant members of the group. 8. Changes in one part of the group (or system) produce strain in other parts of the system that can be reduced only be eliminating the initial change or by bringing about readjustments in the related parts of the system.

Interventions based on Focal Issues o Human process issues o Techno-structural issues o Strategic issues o Human Resource issues

Interventions based on Focal Issues Human processes Strategy Technology (task methods & job design) and structures Human resources

Diagnosed Issues HUMAN PROCESS TECHNO-STRUCTURALHUMAN RESOURCE STRATEGIC Diagnosed issue

Level of Change Target INDIVIDUAL GROUP INTER-GROUP ORGANISATION Level Diagnosed issue TRANS-ORGANIZATION

Depth of Intervention DEEP Depth INDIVIDUAL GROUP INTER-GROUP ORGANISATION Level Diagnosed issue SHALLOW TRANS-ORGANIZATION Human process Techno- structural Human resource strategic