管理学495第七章.docVIP

Managing Conflict Rules of engagement for effective conflict management Work with more, rather than less information Focus on the facts Develop multiple alternatives to enrich the level of debate Share commonly agreed upon goals Inject humor into the decision process Maintain a balanced power structure Resolve issues without forcing consensus interpersonal conflict in organization is inevitable conflicts over issues or facts enhance the practice of management despite the intellectual acceptance of the value of conflict, there is a widespread tendency to aboid it the key to increasing one’s comfort level with conflict is to become proficient in managing all forms of interpersonal disputes, both productive and unproductive conflicts. Diagnosing the type of interpersonal conflict Type of conflicts: Focus and Source Conflict focus: People focused conflict refers to the in your face kind of confrontation in which the affect level is high and the intense emotional heat is likely fueled by moral indignation. Issue focused conflict are more like rational negotiations, which can be thought of as an interpersonal decision making process by which two or more people agree how to allocate scarce resources. Conflict source: Personal differences: perceptions and expectation Diverse workforce: Cost savings from reducing turnover rates among minority employees Improved creativity and problem solving capabilities due to the broader range of perspectives and cultural mindsets Perceptions of fairness and equity in the workplace Increased flexibility that positively affects motivation and minimizes conflict between work and non work demands Informational deficiencies: misinformation and misrepresentation Role incompatibility: goals and responsibilities (tie from different bosses, operating from different bases of information, reporting system, etc.) Environmental stress: resources scarcity and uncertainty Selecting the Appropriate Conflict Management Approach Interpersonal confrontatio