Conflict - Laboratory for Integrated Learning and Technology集成学习技术冲突的实验室.pptVIP

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Conflict - Laboratory for Integrated Learning and Technology集成学习技术冲突的实验室.ppt

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Conflict - Laboratory for Integrated Learning and Technology集成学习技术冲突的实验室.ppt

Conflict Com 229 Why Org Conflicts Occur Incompatible Goals Scarce Rewards (power, status, resources, etc.) Interference or Opposition Disagreement or Controversy Incongruency in the Transaction Incompatible Activities Nonrealistic vs Realistic Conflicts Nonrealistic The need to release tensions or aggressive impulses Realistic 9 antecedents to conflict Differentiation between parties Com barriers Conflict over prestige, power, resources Ambiguous jurisdiction Dependence on one another Association and interrelatedness of the parties Need for consensus Rules regulating behavior Unresolved prior conflicts Dysfunctional Conflict Too much energy / Too many resources demanded Employee Turnover Refusal to Cooperate Absenteeism Distrust Polarization Unhealthy competition Original issue lost (?) Functional Conflict Improves DM processes Can “clear the air” Territory definition Styles/Strategies of Conflict Mgmt Competitive Zero Sum Win/Lose Doesn’t promote excellence – trying to do well and trying to beat others are 2 difft things. Behavioral Characteristics: High in assertiveness Low on cooperative. Power Dominance Outcomes favor the individual / his grp Force into submission “You” language / Sarcasm / Invasion of Space Styles/Strategies of Conflict Mgmt Compromise Expedient “Split the Difference” Both parties must be able to yield Not appropriate when the stakes are high for one party Behavioral characteristics Democratic methods “Let’s make a deal” Styles/Strategies of Conflict Mgmt Accommodating Generosity Self-sacrifice Yielding to the other person’s point of view Good skill to have Might have raised the issue at the wrong time/place Behavioral Characteristics: Nonassertive use of lang Extensive use of qualifiers Relationship = more important than the issue. Styles/Strategies of Conflict Mgmt Avoiding I’m not OK / You’re not OK Keep routines in place Allow planning/ delegation Causes: Perceptual distortion Insensitivity Indecision Construction of elaborate defense m