1. Lecture Twelve Chapter Ten
Conflict Management

2. MANAGERS SPEND 20% OF THEIR TIME DEALING WITH CONFLICT

3. 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

4. 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

5. 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

6. Conflict MANIFESTATION OF CONFLICT Aggression
Integrated Problem Solving

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

9. 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

10. 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