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Importance of Conflict Management Skills

Importance of Conflict Management Skills

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Importance of Conflict Management Skills

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  1. Importance of Conflict Management Skills “As managers we spend about 21% of our time dealing with conflict.” • Conflict management skills predict managerial success • High Emotional Intelligence (EI) needed to manage conflict

  2. Perspective of Conflict • Interactionist view • Conflict is valuable to organizations • “When two people in business always agree, one of them is unnecessary” • “You put a lot of smart people in a room and listen to them duke it out, and the best idea will pop out” • View of Michael Eisner, CEO of Disney • Minimization view • Conflict reduces harmony and should be avoided • Norm of agreement

  3. Functional Outcomes • Improve quality of decisions • Boost innovation and creativity • Vent problems and tensions • Promote self-evaluation Chapter 13

  4. Dysfunctional Outcomes • Impede communication • Reduce cohesiveness • Replace goals with infighting Chapter 13

  5. Causes of Conflict • Perceived fairness of resource allocation decisions • Budgets, raises, promotions • Structural variables • Goal incompatibility • Sales department versus credit department • Dependence issues • One group (accounting) dependent upon another (MIS)

  6. Causes of Conflict • Communication problems • Ambiguity • Mixed messages • Verbalize one thing, yet your body language says another • Jargon (finance, accounting, info systems terminology) • Personal factors • Personality clashes • Type A versus Type B • Value systems • National culture dimensions • Different emphasis on quality or quantity

  7. Types of Conflict • Task conflict- conflicts over content and goals of work- low-to-moderate levels usually lead to functional conflicts (i.e., those that support goals of the group and improve performance) ~ stimulation of discussion of ideas • Process conflict- conflicts over how work gets done- low levels lead to functional conflicts but intense levels creates task role uncertainty, longer time to complete tasks

  8. Relationship conflict- conflicts resulting from interpersonal relationships- dysfunctional conflict (i.e., hinders group performance) ~ personality clashes, decrease mutual understanding and hinders organizational tasks

  9. Emotions and Conflict • Negative emotions (Tension, frustration, hostility) • Limits ability to generate solutions • Oversimplification of issues • Distrust • Positive emotions • Generate more solutions • More creative solutions • See the bigger picture

  10. Survey

  11. Stage III: Dimensions of Conflict-handling Styles High Competition Collaboration Compromising Interest in achieving OWN goals Avoidance Accommodation Low Low High Interest in helping the other party to achieve its goals

  12. Conflict-Handling Styles • Competing (assertive & uncooperative) • “I am right, you are wrong” approach • Use in emergency situations • The plane is leaving in 5 minutes • Short-term relationships, one-time interaction • Avoidance (unassertive & uncooperative) • Suppress conflict by avoiding it or the other party • Use when the matter is trivial Allow other party or yourself time to cool down

  13. Conflict-Handling Styles • Accommodating (Unassertive & cooperative) • Put the interests of the other party above your own • Use when the issues are more important to others than to you • Cautions: • You may eventually “blow-up” by continuing to put others interests above your own

  14. Conflict-Handling Styles • Compromising (the middle ground) • Each party intends to or is asked to “give-up” something: “Let’s split the difference” • Middle ground results in incomplete satisfaction of both parties concerns • Collaborating (assertive & cooperative) • “Win-win” strategy • Each party seeks to fully satisfy their concerns and the concerns of the other party • Searching for a mutually beneficial outcome • Commitment to long-term relationships

  15. Nonaction Character Assassination Secrecy Due Process Nonaction Ineffective Techniques forDealing with Conflict Conflict

  16. Organizational Conflict Resolution Techniques • Superordinate goals • Overarching, shared goal that cannot be attained without cooperation of each of the conflicting parties • Altering structural variables • Changing the organizational chart • Reporting relationships • Create joint-task forces • Gain appreciation of each others (groups) constraints and needs • Altering individuals • Human relations training • Transfers

  17. Minimizing perceived conflict through fairness • Procedural • Interactional