LECTURE FOURTEEN

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LECTURE FOURTEEN

• Conflict Management

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MANAGERS SPEND 20 OF THEIR TIME DEALING WITH
CONFLICT
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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

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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

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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

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Pondys Conflict Model
Functional Allocation
Latent
Perceived
Felt
Personalized Inconsistency Self Image
Manifest
Aftermath
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MANIFESTATION OF CONFLICT
Conflict
Aggression
Integrated Problem Solving
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CONFLICT RESOLUTION

• WIN/LOSE
• Dominance of Power and Authority
• LOSE/LOSE
• Negotiation and Compromise
• WIN/WIN
• Consensus
• Integrative

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MAXIMIZATION STRATEGIES

• COOPERATION IS BETTER THAN COMPETITION
• PARTIES CAN BE TRUSTED (Page 372)
• STATUS DIFFERENCES SHOULD BE MINIMIZED
• MUTUALLY ACCEPTABLE SOLUTION CAN BE FOUND

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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