Conflict Defined Cold Conflict Hot Conflict functional

Slides:



Advertisements
Similar presentations
An Introduction to Teamwork
Advertisements

Purpose The goal of this presentation is
Conflict Definition: A process that begins when one party perceives that another party has negatively affected,or is about to negatively affect,something.
The Good, The Bad, and The Ugly Organizational Conflict.
Chapter Eleven Managing Conflict and Negotiating.
Difficult Conversations in the Workplace Rea Freeland Ron Placone.
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
MODULE 23 CONFLICT AND NEGOTIATION
CONFLICT AND NEGOTIATION
Conflict and Negotiation in the Workplace. Conflict Defined  The process in which one party perceives that its interests are being opposed or negatively.
Conflict Management.
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Chapter 12 Managing Conflict and Negotiating.
The Skill That Makes The Difference
 2007 McGraw-Hill Ryerson Ltd Chapter 9 Conflict and Negotiation.
Improving Interpersonal Relationships
Conflict and Negotiation
© 2001 Wadsworth, a division of Thomson Learning, Inc 1 Conflict Defined Cold Conflict –functional –little to no emotion –builds consensus –enhances relationships.
Effective Negotiations & Management of Conflict Neil S. Bucklew WVU College of Business and Economics.
Managing Conflict in Organizations
Conflict Resolution.
Principled Negotiation 4 Scholars from the Harvard Negotiation Project have suggested ways of dealing with negotiation from a cooperative and interest-
Conflict and Negotiation in the Workplace
Teamwork & Conflict resolution
Chapter 7: Managing Conflict Why can’t we all just get along?
A conflict is a condition that exists anytime two or more people disagree. Interpersonal conflict is unavoidable, but we can learn to manage it.
FROM CONFLICT TO RESOLUTION. Outcomes Reflect on their personal response to difficult people and conflict Recognize the range and styles in which difficult.
Peer Mediation T 4 T.
Multidisplinary Approach.. What are your expectations Write on board.
Mediation in the Workplace Ohio Department of Job and Family Services Statewide Civil Rights Conference June 8, 2006 Columbus, Ohio.
BELL WORK Write about the last time you had a conflict. What was the end result?
BELL WORK Write about a time you had to make a compromise.
© 2007 by Prentice Hall1 Chapter 7: Managing Conflict 7 -
4-0. Conflict Lecture-14 1 Organizational Behaviour.
Skills for Healthy Relationships
Project Team Building, Conflict, and Negotiation
Communication Skills Personal Commitment Programs or Services Interaction Processes Context.
8-2 Conflict and Negotiation: Why Conflict Arises and What to Do About It Copyright © 2008 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
© 2011 Cengage Learning. All rights reserved. Chapter 13 Conflict and Negotiation Learning Outcomes 1.Describe the nature of conflicts in organizations.
Managing Conflict and Negotiating
Unit: Communication. Conflict is a normal part of daily life. Cannot avoid conflict Can learn methods in order to handle conflict in a constructive manner.
A Model Workplace: Critical Conversations August 6, 2013.
Health and Wellness Week Nine (Skills for Healthy Relationships)
Dealing with Conflict chapter 12. Behaviors when dealing with a diversity of people: Passive Behavior Aggressive Behavior Passive-Aggressive Behavior.
Patricia Frick Jeff Schmitt Janelle Davis
What is conflict negotiation Communication designed to anticipate, contain, and resolve disputes so that the parties reach mutually acceptable solutions.
Outline Causes and effects of conflict Personality types
HUH?!? WHAT?!? Techniques and tips to communicate and negotiate effectively as a GAL.
Crisis the next Level Violence and Conflict AngerHostility Conflict Resolution.
Assertive Conflict Resolution Win-Win Solutions. Aggressive Behavior When I take my own rights into account and not the other person’s. Everyone should.
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.
1 How can we deal positively with conflict?  Conflict – A disagreement between people on: Substantive issues regarding goals, allocation of resources,
Conflict Styles Avoiding Issue and relationship both are insignificant Accommodating Relationship is more important than the issue Forcing The issue is.
Crisis And Conflict Management Lecture 17 Lecture 17 Conflict Management.
Conflict Management RAJKUMAR MANDA Dy.Mgr (Mining)-HRD RAJKUMAR MANDA14/25/2011.
Chapter 17: Communication & Interpersonal Skills Conflict.
Communication, Coaching, and
Managing Conflict: Strategies for a Better Workplace Karen Gulliford, M.Ed.
WHAT IS NEGOTIATION Negotiation is the process by which we search for terms to obtain what we want from somebody who wants something from us.
Chapter 9 Negotiation “You often get not what you deserve, but what you negotiate.” ~ John Marrioti.
Mediation in the Workplace
Behavior and Conflict within a Group
FOUNDATIONS OF HEALTHY RELATIONSHIPS
CHAPTER 7 By ADELANI WAHAB MGMT 660 CSUSB
Characteristics of Crucial Conversations p 1
Chapter 7: Managing Conflict © 2007 by Prentice Hall 7 -
Developing Management Skills
Conflict and Negotiation
Presentation transcript:

Conflict Defined Cold Conflict Hot Conflict functional little to no emotion builds consensus enhances relationships Hot Conflict dysfunctional much emotion destroys relationships

Factors Influencing Hot Conflict Attitudes Control imbalance Outcome importance Perceptions of: interdependence different goals being kept from goals

The Conflict Process Analysis Frustration Conceptualization Behavior Other’s reactions Outcome

Consequences of Conflict Decreased productivity Low morale Absenteeism Stress Turnover Law suits Violence

Types of Conflict Interpersonal Individual - Group Group - Group

Sources of Conflict Hidden Fear Embarrassment Distrust Hurt Anger Uncertainty

Sources of Conflict Surface Interdependence Jurisdictional Ambiguity Communication Culture and Value Difficult Personalities

Types of Difficult People Aggressive Tank Grenade Sniper Know-it-all “No” person Whiner Passive “Yes” person Bump-on-a-log ‘Round-to-it

Angry Customers Aggressive Behaviors Passive Behaviors Warriors Unloaders Child Blamer Gunny Sacker Passive Behaviors Survivalists Guiltmakers Pretenders

Handling Diversity Disputes Increase scope of diagnoses Validate the other groups’ culture and viewpoint Encourage workplace diversity Identify power and control imbalances and redistribute where appropriate

Individual Differences in Dealing with Conflict Personality traits versus learned behavior Relationship of disputing parties Gender differences Past conflict experiences Conflict response style

Conflict Response Styles The Sage Problem-solver Win/Win orientation Cooperative problem solving Emphasis on preserving relationship and meeting own goals as well as that of others

Conflict Response Styles The Diplomat Goal-oriented Compromising orientation - provide evidence - persuasion Emphases on relationship and each other’s goals

Conflict Response Styles The Ostrich Avoidance Withdrawal orientation - quit - complaining to others Over-emphasis is on preserving relationship

Conflict Response Styles The Philanthropist Accommodating - smoothing and conciliation High concern for satisfying needs of others

Conflict Response Styles The Warrior Win/Lose orientation - winning at all costs Potential problem creator Focus on own goals

Conflict Management Stages Stage 1: Analysis Determine best strategy to use Dictation Arbitration Mediation Negotiation Identify all sources of conflict

Conflict Management Stages Stage 1: Analysis Dictation is best when: parties are irrational no trust exists too angry to be realistic have mental health issues alcohol or drugs are involved when violent behavior is potential parties have poor communication skills there are time constraints

Conflict Management Stages Stage 1: Analysis Mediation and negotiation are best when: parties are rational parties want to work out a solution together some trust still exists there are no time constraints Arbitration same as mediation but use when parties get stuck during mediation

Ury Negotiation Model Don’t react Don’t argue Don’t reject Don’t push Minimize escalation

Conflict Management Stages Stage 2: Confrontation Story telling Stage 3: Resolution Problem and sources have been identified Alternative resolutions are brainstormed Mutually agreeable solution chosen Agreement to monitor changes in the future

Summary of Conflict Management Stages Stage 1: Analysis Decide strategy dictation arbitration mediation/negotiation Identify all conflict sources Stage 2: Confrontation Storytelling Stage 3: Resolution Brainstorm solutions Choose solution Agree to monitor/change

Managing Workplace Conflict Interpersonal Communication Techniques Active listening Reflecting Empathy Questioning Highlight common goals Creating trust Inquiring silence

Managing Workplace Conflict Active Listening Means Using nonverbal gestures to let employees know their concerns are being heard. eye contact head nodding

Managing Workplace Conflict Reflecting Means Seeking clarification through paraphrasing of what each individual has said. Open-ended vs. closed-ended questions

Managing Workplace Conflict Communication Reminders Use “I” rather than “you” Focus on behaviors, not personality Give clear and specific examples Explain impact of inappropriate behaviors on others

Dealing with Difficult People Direct Intervention address behavior explain impact of behavior on others Indirect Intervention positive feedback when appropriate behavior is used Direct Coping separate difficult employee from others Indirect Coping provide training to others on dealing with difficult personality

Effectiveness of Techniques Depends on: Disputing parties’ communication skills Conflict perspective Power distribution Personal accountability

Preventing Workplace Conflict Well-written job descriptions Unambiguous policies Clarification of roles and expectations Training on new policies Conflict management training For teams, clarification of levels of authority

Managing Workplace Conflict Steps for Mediation Step 1: Stabilize the setting greet parties use interpersonal communication techniques confirm neutrality

Managing Workplace Conflict Steps for Mediation Step 2: Help disputants communicate both parties tell their side without interruption clarify unclear issues summarize main problems focus on areas of agreement prioritize what needs to be settled

Managing Workplace Conflict Steps for Mediation Step 3: Help parties negotiate seek cooperation help them explore alternative solutions allow venting but no accusations

Managing Workplace Conflict Steps for Mediation Step 4: Clarify their agreement summarize the agreement terms state each parties’ role in implementing the agreement (who does what, when, where, how) explain follow-up process