1. Management of Conflicts, stresses and organization al changes

2. Why Conflict Arises Type “A” Personality Vs. Type “B Personality

3. Type ”A” Personality zHighly Competitive zStrong Personality zRestless when inactive zSeeks Promotion Punctual zThrives on deadlines zMaybe jobs at once

4. Type “B” Personality z Works methodically z Rarely competitive z Enjoys leisure time z Does not anger easily z Does job well but doesn’t need recognition z Easy-going

5. Aggressive People zBody language yStiff and straight y Points, bangs tables to emphasize points yFolds arms across body zVerbal language y“I want you to…” y“You must…” y“Do what I tell you!” y “You’re stupid!” Aggressive people are basically insecure….. Try to avoid them.

6. Submissive people zBody Language yAvoids eye contact yStooped posture ySpeaks quietly yFidgets z Verbal Language y“I’m sorry” y “It’s all my fault” y“Oh dear” Submissive people have a great sense of inferiority

7. Assertive People zBody language yStands straight yAppears composed ySmiles yMaintains eye contact zVerbal language y“Let’s” y “How shall we do this?” y “I think… What do you think?” y “I would like…”

8. Types of Conflict zWithin an individual z Between two individuals zWithin a team of individuals zBetween two or more teams within an organization

9. Causes of conflict z Conflict of aims- different goals z Conflict of ideas- different interpretations z Conflict of attitudes - different opinions z Conflict of behavior- different behaviors are unacceptable

10. Stages of Conflict zConflict arises zPositions are stated and hardened zActions, putting into action their chosen plan z Resolution???

11. Preventing Conflict zAssess positive and negative personality traits of people involved zDetermine personality type yAggressive ySubmissive yAssertive z Assess if people are introvert or extroverts...

12. Preventing Conflict zReview past conflicts zAssess communication skills of those involved zRead body language of participants

13. Preventing Conflict zTry to reduce conflict yRealize that communication is colored by personal experience, beliefs, fear, prejudices yTry to be neutral y Plan the timing and place of the conversation yRealize that outside stress may add to confrontation y Eliminate/reduce external interruptions

14. Preventing Conflict zManage the language used yNeutral vs. loaded words yReduce technical language yAllow for cultural differences in language yWords may have different meanings for different people…ask them to elaborate

15. Aids to Communication zListen Actively zRelax zObserve body language zDevelop interest in others interests zAsk for clarification zPlan what you are going to say z Tailor words to person z Determine the best timing z Determine the best place z Why is the conversation necessary

16. Personalities who cause conflict zAggressor zPassive zAbsentee zError prone zNegative attitude zChatterbox zDo nothing

17. Personalities who cause conflict zUnreliable zTime waster zResentful person

18. WAC’em method W hat’s bothering you? A - What do you want to Ask the person to do? C heck in to see if what you’ve asked for can happen

19. Toward Conflict Management zBlake and Mouton’s Conflict Grid Source: Reproduced by permission from Robert R. Blake and Jane Syngley Mouton. “The Fifth Achievement.” Journal of Applied Behavioral Science 6(4), 1970..

20. Toward Conflict Management zBlake and Mouton (1970) proposed a grid that shows various conflict approaches. yThe 1,1 style is the hands-off approach, also called avoidance. yThe 1,9 position, also called accommodation, is excessively person-oriented.

21. Toward Conflict Management yThe 5,5 position represents a willingness to compromise. yThe 9,1 is the bullheaded approach, also called competing. yThe optimum style for reducing conflict is the 9,9 approach, also called collaboration.

22. Toward Conflict Management zBorisoff and Victor (1998) argue that the best strategy for conflict management (negotiation) depends on the desired outcome.

23. Toward Conflict Management Unilateral negotiation strategies include: xThe trusting collaboration strategy. xT he open subordination strategy. xThe firm competition strategy. xThe active avoidance strategy.

24. Toward Conflict Management Interactive negotiation strategies xTrusting collaboration xPrincipled negotiation xFirm competition xSoft competition xOpen subordination xFocused subordination xActive avoidance xPassive avoidance xResponsive avoidance

25. Toward Conflict Management zFisher, Ury, and Patton (1991) outline four principles that compose principled negotiation. ySeparate the people from the problem. yFocus on interests, not positions. yInvent options for mutual gain. ySeek objective criteria.

26. Toward Conflict Management zThe Continuum of Decision-Making Behavior has been described as including four styles of decision making: xTells xSells xConsults xJoins

27. Toward Conflict Management zDiane Yale (1988) outlines three metaphorical approaches to conflict: xThe competitive, adversarial metaphor Often results in a winner and loser in the resolution process. xThe problem-solving metaphor If [conflict] is focused on problem-solving, everything that comes at you is seen as a problem or a solution. xThe creative orientation metaphor Brings an innovative quality to group conflict resolution.

28. Toward Conflict Management—Practical Tips Walker and Harris (1995) offer the following practical tips for implementing the 9,9 style. Encouraging behavior occurs when a team member: 1. Avoids feelings or perceptions that imply the other person is wrong or needs to change. 2. Communicates a desire to work together to explore a problem or seek a solution. 3. Exhibits behavior that is spontaneous and destruction-free.

29. Toward Conflict Management—Practical Tips 4. Identifies with another team member’s problems, shares feelings, and accepts the team member’s reaction. 5. Treats other team members with respect and trust. 6. Investigates issues rather than taking sides on them. yThe same principles can be applied to negotiating with others outside your team, or with a supplier or customer.

30. Toward Conflict Management zA Continuum of Decision-Making Behavior Source: From Stewart L. Tubbs. Empowerment (Ann Arbor, Mich.: U-Train, Inc., 1993), pp 5-9. Adapted from R. Tannenbaum and H.W. Schmidt. “How to Choose a Leadership Pattern,” Harvard Business Review March-April, 1958.

31. Review of the Systems Approach zIndividuals should understand their own personal triggers to better deal with conflict situations in the workplace (Robin, 2004) zGroup members should think about other group members early on to identify privately those individuals and behaviors that may push their buttons.

32. Review of the Systems Approach zConflict may have some desirable consequences. zOut of control conflict may be destructive. zConflict-producing behaviors are more likely from those high in aggression, dominance, and the need for autonomy. zAn important factor related to conflict is the style of leadership and the resulting group norms regarding conflict.

33. Thank you for attention!