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Integrationist view of conflict : Integrationist view of conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively. Functional and Dysfunctional Conflict : Functional and Dysfunctional Conflict Functional conflict: works toward the goals of an organization or group Dysfunctional conflict: blocks an organization or group from reaching its goals Task Conflict – content & goals of the work. Relationship Conflict – interpersonal relationships. Process Conflict – how work gets done. Slide 6: Functional conflict “Constructive Conflict”--Mary Parker Follett (1925) Increases information and ideas Encourages innovative thinking Unshackles different points of view Reduces stagnation Slide 7: Dysfunctionally high conflict Tension, anxiety, stress Drives out low conflict tolerant people Reduced trust Poor decisions because of withheld or distorted Information Excessive management focus on the conflict Slide 8: Dysfunctionally low conflict Few new ideas Poor decisions from lack of innovation and information Stagnation Business as usual Levels and Types of Conflict : Levels and Types of Conflict Individual Group Organization Type of conflict Level of conflict Within and between organizations Within and between groups Within and between individuals Slide 10: Intraorganization conflict Conflict that occurs within an organization At interfaces of organization functions Can occur along the vertical and horizontal dimensions of the organization Vertical conflict: between managers and subordinates Horizontal conflict: between departments and work groups Slide 11: Intragroup conflict Conflict among members of a group Early stages of group development Ways of doing tasks or reaching group's goals Intergroup conflict: between two or more groups Slide 12: Interpersonal conflict Between two or more people Differences in views about what should be done Differences in orientation to work and time in different parts of an organization Slide 13: Intrapersonal conflict Occurs within an individual Threat to a person’s values Feeling of unfair treatment Multiple and contradictory sources of socialization Slide 14: Interorganization conflict Between two or more organizations Not competition Examples: suppliers and distributors, especially with the close links now possible The Effect of Conflict on Organization Performance : The Effect of Conflict on Organization Performance Figure 16.1 Desired Outcomes of Conflict : Desired Outcomes of Conflict Agreement: Strive for equitable and fair agreements that last. Stronger relationships: Build bridges of goodwill and trust for the future. Learning: Greater self-awareness and creative problem solving. Tips for Managers Whose Employees Are Having a Personality Conflict : Tips for Managers Whose Employees Are Having a Personality Conflict Follow company policies for diversity, anti-discrimination, etc. Investigate and document conflict. If appropriate, take corrective action (e.g., feedback). If necessary, attempt informal dispute resolution. Refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions. How to Build Cross-Cultural Relationships and minimize Conflict : How to Build Cross-Cultural Relationships and minimize Conflict Behavior Rank Be a good listener 1 Be sensitive to the needs of others 2 Be cooperative, rather than overly competitive 2 Advocate inclusive (participative) leadership 3 Compromise rather than dominate 4 Build rapport through conversations 5 Be compassionate and understanding 6 Avoid conflict by emphasizing harmony 7 Nurture others (develop and mentor) 8 Five Conflict-Handling Styles : Five Conflict-Handling Styles Sharing Accomodative Competitive Avoiding Collaborative High Low High Low Concern for Others Concern for Self Conflict Resolution : Conflict Resolution Confrontation and Problem-Solving Constructive Handling of Criticism Negotiating and Bargaining Alternative Dispute Resolution (ADR) Techniques : Alternative Dispute Resolution (ADR) Techniques Facilitation: Third party gets disputants to deal directly and constructively with each other. Conciliation: Neutral third party acts as communication link between disputants. Peer review: Impartial co-workers hear both sides and render decision that may or may not be binding. Ombudsman: Respected and trusted member of the organization hears grievances confidentially. Mediation: Trained third-party guides disputants toward their own solution. Arbitration: Neutral third-party hears both sides in a court-like setting and renders a binding decision. Negotiating : Negotiating Distributive negotiation: Single issue; fixed-pie; win-lose. Integrative negotiation: More than one issue; win-win. Negotiation: “A give-and-take decision-making process involving interdependent parties with different preferences.” An Integrative Approach: Added-Value Negotiation : An Integrative Approach: Added-Value Negotiation Clarify interests. Identify options. Design alternative deal packages. Select a deal. Perfect the deal. Styles of Conflict Management : Styles of Conflict Management Styles of Conflict Management : Styles of Conflict Management Summary : Summary Conflict management is the responsibility of all employees Understanding your style can assist in working with others All styles have their place, but collaboration is best for most work situations You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.