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Conflict Management

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Conflict Management & Negotiation Rex Mitchell Fall 2011 Course Overview Conflict Management Understanding & diagnosing conflicts Goals & interests Power Evaluating ... – PowerPoint PPT presentation

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Title: Conflict Management


1
  • Conflict Management
  • Negotiation
  • Rex Mitchell
  • Fall 2011

2
Course Overview
  • Conflict Management
  • Understanding diagnosing conflicts
  • Goals interests
  • Power
  • Evaluating managing conflicts
  • Effective communication skills
  • Forgiveness reconciliation

3
Course Overview (cont.)
  • Negotiation
  • Basic concepts
  • Principled negotiation
  • Preparation
  • Ethics
  • Negotiation simulation in teams

4
Engage with the readings
  • What seems important here, what do I like, agree
    with, find useful? Why?
  • Highlight, make margin notes
  • How might I apply one or more concepts in my life
    now and in the future?
  • Are there things I disagree with and/or would
    modify or expand on? Why? How?
  • Is important to create your own reading notes or
    concept map

5
Creativity
6
Understanding Diagnosing Conflicts
7
Quick, First Responses, Please
  • When theres a conflict, I feel....
  • In a conflict situation, I usually....
  • In a conflict situation, I would like to

8
  • You can tell that people are in conflict by...
  • When I see two people in conflict, I think...
  • After a conflict, people usually

9
  • What is conflict?
  • What is negotiation?

10
(No Transcript)
11
Conflict is an expressed struggle between at
least two interdependent parties who perceive
incompatible goals, scarce resources, and/or
interference from others in achieving their goals
12
Conflict can have bothnegative positive effects
  • Some negatives?
  • Some positives?

13
Course Overview
  • Conflict Management
  • Understanding diagnosing conflicts
  • Goals interests
  • Power
  • Evaluating managing conflicts
  • Effective communication skills
  • Forgiveness reconciliation

14
We May Differ Over
  • Data and information
  • Assumptions
  • Goals
  • Expectations
  • Methods and preferred solutions
  • Values

15
Organizations and groups differ in how conflict
is viewed and managed
  • Make a few notes re this
  • In your work group (or family)
  • In your company (or other organization)
  • Share in group
  • Note similarities differences

16
Conflict Episode Model
17
Conflicts can escalate de-escalate
18
Indications of Conflict Escalation
  • Competition
  • Claiming righteousness, moral superiority
  • Not listening
  • Spreading to new issues and situations
  • Dealing in personalities
  • Violating social norms
  • Intentional hurt
  • Insults and threats

19
Some Ways to De-escalate
  • Listening, trying to understand
  • Showing concern for others feelings
  • Appealing/suggesting de-escalation
  • Goodwill gestures, concessions
  • Expressing feelings
  • Finding integrative alternatives
  • Recognizing the other human being

20
Conflict Episode Model
21
Exercise on Attitudes About Conflict
  • Individually, score 1-6 (6 strongly agree) your
    degree of agreement with each of the statements,
    applied to you
  • In pairs
  • Identify statements with largest score spreads
  • Discuss some of these
  • Would you help me understand why you answered as
    you did?
  • Was it like this in your family of origin?
  • How well has this worked for you?

22
Goals and Interests
23
Course Overview
  • Conflict Management
  • Understanding diagnosing conflicts
  • Goals interests
  • Power
  • Evaluating managing conflicts
  • Effective communication skills
  • Moderating conflicts
  • Forgiveness reconciliation

24
Objectives (aka Goals)
  • If you don't know where you're going, you might
    wind up somewhere else. (Yogi Berra)
  • Distinguish among objectives ( goals),
    interests, positions, strategies, actions
  • Define goals in terms of results and outcomes,
    not actions
  • Frame as positive results to be achieved rather
    than problems to be avoided

25
Several Types of Goals
  • Content
  • Relational
  • Identity (self-esteem)
  • Process
  • .CRIP (aka TRIP)

26
Goals and Interests
  • Interest underlying need, desire, or concern
  • Goal (objective) desired outcome or result
  • Position stated action, result, or proposal
  • Strategy method for achieving a goal
  • Action specific steps to take

27
Is this an Interest, Goal, Strategy, Position, or
Action?
  • Make 60,000 this year
  • I need more money with the arrival of a second
    child
  • I think I deserve a 7 salary increase
  • I will first try to negotiate an increase in my
    salary, then, if necessary, I will search for a
    second part-time job

28
  • Contact the placement office in my professional
    society re part-time jobs
  • Increase profits to 1.58/share for this year
  • We need to hire more workers
  • Impress the division head
  • Start work on the paper at least a week before it
    is due

29
Application
  • (Individually) Pick a current or recent conflict
    situation involving you
  • Should be fairly complex
  • Because we will return to it several times to
    apply different concepts

30
Application Part 1
  • Individually
  • Pick a current or recent conflict situation
  • Identify what are/were your CRIP goals
  • What are/were the CRIP goals of one or more
    others involved
  • In groups of two or three
  • Take turns describing your conflict situation
    (briefly) your draft of CRIP goals
  • Group helps you probe for additional or clearer
    interests/goals

31
POWER
32
  • Power potential ability to influence behavior,
    events get people to do things they would not do
    otherwise
  • Influence, politics processes actions through
    which potential power is used
  • Leadership art of mobilizing others to want to
    struggle for shared aspirations

33
Sources of Power
  • Formal authority reputation
  • Resources
  • System connections positioning
  • Expertise
  • Personal

34
1. Formal authority reputation
  • Should distinguish between these
  • Formal authority particularly important where?
  • Military
  • Police
  • Some government organizations
  • Formal relatively less important where?
  • New organizations
  • High-tech, RD organizations
  • Universities

35
2. Resources
  • Control
  • Acquisition
  • Creation
  • giving ability to reward and punish

36
3. System connections positioning
  • Centrality
  • Political access
  • Visibility
  • Relevance (alignment)
  • Criticality
  • Discretion
  • Non-substitutability

37
4. Expertise
  • KSAs (knowledge, skills, abilities)
  • Performance
  • Professional credibility
  • Fit with organizational needs priorities

38
5. Personal
  • Charisma
  • Attractiveness
  • Energy, stamina
  • Focus
  • Determination
  • Interpersonal skills
  • Personal reputation
  • Flexibility
  • Able to engage effectively, even confront
  • Able to let others get credit

39
Three Propositions I Believe
  • Power is necessary and is neither good nor bad
    inherently
  • Influence is a form of power that tends to reduce
    the potential for negative effects
  • Power and love are not a dichotomy

40
Good to Great Companies
  • Jim Collins
  • Good is the enemy of great
  • Identified a group of elite companies that made
    the leap to great results sustained for 15
    years
  • Cumulative stock returns gt7 times market
  • One factor was Level 5 leaders

41
Level 5 Leaders
  • Build enduring greatness through a paradoxical
    blend of personal humility and unwavering
    professional resolve
  • Are ambitious first and foremost for the company,
    not themselves
  • Set up their successors for even greater success
    in the next generation
  • Are more work horse than show horse
  • Look elsewhere to give credit for successes
  • Look in the mirror when things go poorly

42
Discuss in groups
  • Discuss assigned one of
  • Application 4.1 p.104-105, discuss what you were
    taught or have learned about power from your
    life
  • Interests, rights, power (p.107)
  • Denying power use (p.112ff), including
    passive-aggressive behaviors (p.125-126)
  • Power imbalances (p.126-131 ff)
  • Report major points to class

43
Lets Process Class So Far
  • What was useful and should be done in the
    future?
  • What could be improved in the future?

44
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