资源描述
Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Chris Jarvis,1,Management,People&Organisations,Managing Conflicts of Interest,Definition-Conflict,a process which begins when one party perceives that the other is frustrated,or is about to frustrate,some concern of his(or her).,Thomas,1976 in B&H p634,Exercise,C,lients who is affected?,A,ctors who are the leading players(individuals,groups and institutions),T,ransformations(what is the content and process?What is the ground that is being fought over?),W,orld-view what is the wider perspective,O,rganisation what are the organisational and coordinative implications,E,nvironment what are the characteristics of the environment in which this is played?,What are the conflicts&interests?,How are they manifested(feelings&behaviour)?,How would the conflicts normally be resolved?,How do you think the participants perceive the resolutions in terms of degree of satisfaction?,Review an apparent source of conflict of interest in your organisation,Organisational policy and practice on conflict management,What would be the content and coverage of an organisational policy on conflict management?,What policy areas?,What norms and expectations in terms of behaviour?,Factors influencing the manner of resolution,Organisational climate&culture,Habituation,custom&practice,status quo,Personal or political interests,Presence or absence of systems,policies&procedures for managing conflict,Individual skill in conflict handling,Willingness to compromise,Attitudes towards conflict,A way of life,War(alls fair in love&.),Attrition,Coup de grace,Competition(well see who gets there first),Avoidance(leave well alone),Accommodation(no,after you),Compromise(split the difference),Collaboration(lets work this out together),B&H pp 564-656,Conflict and interpersonal communication,Raw,coercive,physical power,Conflict as a mediated process of social interaction,Individual processes (aggressive and polite communication,conflict handling,competence),Ways of thinking about it(roles&identities,institutional pressures,cultural and organisational constraints,ethical boundaries),Interactive processes(formal negotiations,cultural&communication processes in international business,negotiation in crises,office resentments and clashes),Anne Mayden Nicoreta et al 1995,Sources of conflict,Organisational hierarchy,Competition for scarce resources,Self-image&stereotypical views of others,Differing goals&objectives,Failures&resultant blame fixing,Poor coordination of activities,Player attitudes,I win you lose(aggressive),I lose you win(passive),I lose you lose(total war),I win you win(assertive),Stoking the fires,Doing things by the book,Poor or dysfunctional communication,Picking flights,Sabotage&spoiling tactics,Disregarding alienation&isolation,Public(ritual)humiliation,Highlighting faults&failures of others,Over time,distorted perceptions&raw,exaggerated emotions.Rational action unlikely.,Conflict resolution-definition,.A process that has as its objective the ending of conflict between disagreeing parties.,B&H pp 653,How can we resolve the damaging effects of:,Avoidance&festering sores,Accommodation&resentment on giving ground,The dilemma of competition creativity,energy*then losers at the tape,War attrition,diversion of resources,defend/attack,subjugation to the victor.,Sub-optimisation arising from compromise.,Negotiation&bargaining power,a temporary,expedient deal.,Unitary and pluralistic frames of reference,Unitary,One set of values,beliefs,commitments,Shared understanding&commitment to objectives,One source of leadership,Team members-All pulling in the same direction,Potential for harmony is assumed provided leader communicates well,Disagreements,the result of misunderstanding,Dissidents the rabble hypothesis,Alan Fox Research Paper to the Donovan Commission 1968,Unitary and pluralistic frames of reference,Pluralistic,Multiple values,beliefs,commitments and objectives,Diverse perceptions and understandings,Competing sources of leadership and loyalty,Individuals&members of separate groups,Pulling in different directions all in same boat but,Potential for disagreement+conflict is inherent.,Natural distrust in management authority,Right to challenge decisions and share power,Representative participation,dissidents,Beyond Contract(Fox 1974),agreements are,best we can get at the moment.,Conflict management techniques,Conflict resolving techniques,in a unitary framework?,in a pluralistic setting?,Management by confrontation stimulating conflict,Bargaining,Distributive bargaining,Negotiations.Fixed sum is divided up.Win-lose,Integrative bargaining,Problem-solving negotiation-seek to increase the total cake.Create win-win situation both parties,Intra-organisational Bargaining,Robbins 1996(in B&H p 653),Formal conflicts,Organisational machinery to receive&process disputes,within unitary and pluralistic settings?,Traditionally represents owners of capital&labour,Positive,and,
展开阅读全文