Management of Conflicts, stresses and organizational changes
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Transcript of Management of Conflicts, stresses and organizational changes
Type ”A” Personality
Highly CompetitiveStrong PersonalityRestless when
inactiveSeeks Promotion
Punctual Thrives on
deadlinesMaybe jobs at
once
Type “B” Personality
Works methodicallyRarely competitiveEnjoys leisure timeDoes not anger
easilyDoes job well but
doesn’t need recognition
Easy-going
Aggressive PeopleBody language
Stiff and straight Points, bangs tables to emphasize
points Folds arms across body
Verbal language “I want you to…” “You must…” “Do what I tell you!” “You’re stupid!”
Aggressive people are basically insecure….. Try toavoid them.
Submissive people
Body Language Avoids eye
contact Stooped posture Speaks quietly Fidgets
Verbal Language “I’m sorry” “It’s all my
fault” “Oh dear”
Submissive people have a great senseof inferiority
Assertive PeopleBody language
Stands straight Appears composed Smiles Maintains eye contact
Verbal language “Let’s” “How shall we do this?” “I think… What do you
think?” “I would like…”
Types of Conflict
Within an individual Between two individualsWithin a team of individualsBetween two or more teams
within an organization
Causes of conflict
Conflict of aims- different goals Conflict of ideas- different
interpretations Conflict of attitudes - different
opinions Conflict of behavior- different
behaviors are unacceptable
Stages of Conflict
Conflict arises Positions are stated and
hardened Actions, putting into action their
chosen plan Resolution???
Preventing Conflict
Assess positive and negative personality traits of people involved
Determine personality type Aggressive Submissive Assertive
Assess if people are introvert or extroverts...
Preventing Conflict
Review past conflictsAssess communication skills of
those involvedRead body language of
participants
Preventing ConflictTry to reduce conflict
Realize that communication is colored by personal experience, beliefs, fear, prejudices
Try to be neutral Plan the timing and place of the
conversation Realize that outside stress may add
to confrontation Eliminate/reduce external
interruptions
Preventing Conflict
Manage the language used Neutral vs. loaded words Reduce technical language Allow for cultural differences in
language Words may have different meanings
for different people…ask them to elaborate
Aids to Communication
Listen Actively RelaxObserve body languageDevelop interest in others
interestsAsk for clarificationPlan what you are going to say
Tailor words to personDetermine the best timing Determine the best placeWhy is the conversation
necessary
Personalities who cause conflict
AggressorPassiveAbsenteeError proneNegative attitudeChatterboxDo nothing
WAC’em method
What’s bothering you?
A -What do you want to Ask the person to do?
Check in to see if what you’ve asked for can happen
Toward Conflict Management
Blake 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..
Toward Conflict Management
Blake and Mouton (1970) proposed a grid that shows various conflict approaches. The 1,1 style is the hands-off approach,
also called avoidance. The 1,9 position, also called
accommodation, is excessively person-oriented.
Toward Conflict Management
The 5,5 position represents a willingness to compromise.
The 9,1 is the bullheaded approach, also called competing.
The optimum style for reducing conflict is the 9,9 approach, also called collaboration.
Toward Conflict Management
Borisoff and Victor (1998) argue that the best strategy for conflict management (negotiation) depends on the desired outcome.
Toward Conflict Management
Unilateral negotiation strategies include:
The trusting collaboration strategy.The open subordination strategy.The firm competition strategy.The active avoidance strategy.
Toward Conflict Management
Interactive negotiation strategiesTrusting collaborationPrincipled negotiationFirm competitionSoft competitionOpen subordinationFocused subordinationActive avoidancePassive avoidanceResponsive avoidance
Toward Conflict Management
Fisher, Ury, and Patton (1991) outline four principles that compose principled negotiation. Separate the people from the problem. Focus on interests, not positions. Invent options for mutual gain. Seek objective criteria.
Toward Conflict Management
The Continuum of Decision-Making Behavior has been described as including four styles of decision making:
TellsSellsConsultsJoins
Toward Conflict Management
Diane Yale (1988) outlines three metaphorical approaches to conflict:
The competitive, adversarial metaphor• Often results in a winner and loser in the
resolution process. The problem-solving metaphor
• If [conflict] is focused on problem-solving, everything that comes at you is seen as a problem or a solution.
The creative orientation metaphorBrings an innovative quality to group conflict resolution.
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.
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.
The same principles can be applied to negotiating with others outside your team, or with a supplier or customer.
Toward Conflict Management
A 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.
Review of the Systems Approach
Individuals should understand their own personal triggers to better deal with conflict situations in the workplace (Robin, 2004)
Group members should think about other group members early on to identify privately those individuals and behaviors that may push their buttons.
Review of the Systems Approach
Conflict may have some desirable consequences.
Out of control conflict may be destructive.
Conflict-producing behaviors are more likely from those high in aggression, dominance, and the need for autonomy.
An important factor related to conflict is the style of leadership and the resulting group norms regarding conflict.