conflict and conflict management 3_10_11 post

conflict and conflict management 3_10_11 post - Conflict...

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Unformatted text preview: Conflict Management 3/10/11 “People in groups tend to agree on courses in action which, as individuals, they know are stupid.” ­ Quote from a poster in NASA’s round C room 1 Announcements Announcements Conflict Management Vsimulation due! We will go over the group project in some detail on 3/22 We may have a guest speaker either on 3/22 or 3/24 If speaker comes on the 24th, then we will cover Chapter 13 on the 22nd (not 24th) For sections 2 & 3, an OBHR PhD student will deliver the leadership lecture on 3/29 I will discuss the final vsimulation on 3/31 Class Agenda Class Finish up Group Decision Making and Creativity lecture Conflict in groups • Groupthink Conflict Management Styles 3 Groupthink The tendency for highly cohesive teams to value consensus over decision accuracy Arises from three general patterns of team behavior: • • • Overestimation of the Team Close­Mindedness Pressure toward Uniformity 4 Groupthink as Team Process PROCESS GAINS Pooling Resources Idea Building Cooperation ↑ Cohesiveness PROCESS LOSSES Social Loafing Production Blocking ↓ Conflict ↑ Conformity Pressure 5 Avoiding Groupthink Open Climate Characterized by free discussion, nonjudgmental attitudes, and acceptance of divergent thinking Requires trust Avoid the Isolation of the Group Bring outsiders to provide a critical reaction to the group’s assumptions • This prevents the group from isolation decisions based on limited data and few choices 6 Avoiding Groupthink Assign Members the Role of Critical Evaluator (devil’s advocate) • Giving each member the power to assail uncontested group assumptions Avoid Being Too Directive • A leader should intentionally remove themselves from the leadership role itself to ensure that s/he will not exert undue influence upon other group members 7 Groupthink and Team Inputs Can you think of an input that may help to facilitate functional task conflict? 8 Team Inputs and Conflict T ask C o n f lic t + T eam D iv e r s it y + N o n -T ask C o n f lic t 9 Types of Conflict Functional (Task) Conflict • Parties view the conflict experience as something separate from themselves Potentially healthy and valuable because it makes people rethink their perspectives Dysfunctional (Relationship) Conflict • Each party starts to see the other person as the problem Seen as personal attacks rather than attempts to resolve an issue 10 10 Causes of Conflict Individual Characteristics •Needs/Values •Personality •Perceptions/ Judgements Organizational Conditions Situational Conditions •Degree of interaction ·Need for consensus ·Status differences ·Inadequate Communication ·Ambiguous responsibility ·Specialization/ Differentiation ·Scarce resources ·Multiple Authority ·Policies & Procedures ·Rewards All Create Conditions for the Conflict Process to Start 11 11 Styles of Conflict Resolution Styles 12 Collaborating Style Requires: • Both parties to express their needs and goals • Openness, trust, and hard work • Good problem­solving and decision­making to generate creative solutions 13 13 Style Flexibility Individuals have dominant conflict management style Managers need to know how to: • • • Diagnose the situation/conflict conditions Selection of an appropriate styles The ability and willingness to use different styles 14 14 Conflict Resolution Styles Conflict 15 Conflict Resolution Styles Conflict 16 Conflict Management Use Resolution under these Conditions Use Stimulation under these Conditions Work groups are stagnant and comfortable with the status quo. Conflict has become disruptive. Consensus among groups is too easily reached. Too much time and effort are Groups are not creative or spent on conflict rather than motivated to challenge on productive efforts. traditional ideas. Change within the organization is needed to remain competitive. 17 17 Stimulate Functional Conflict Programmed Conflict • Encourages different opinions regardless of management’s personal feelings Devil’s Advocacy Dialetic Method (structured debate) Aim for moderate levels of FUNCTIONAL conflict CAREFUL! Functional conflict can easily turn into dysfunctional conflict… 18 18 Improving Organizational Improving Responses Responses Set goals that encourage collaborative efforts Reduce ambiguities through clear and non­conflicting goals Clarify duties and expectations Improve policies and procedures 19 19 Improving Organizational Improving Responses Responses Reallocate or add resources Modify communications Rotate Personnel Change reward systems Provide training 20 20 Take Aways: Managing Conflict • Recognize that some conflict is good! • Stimulate constructive conflict • Selection and use of appropriate conflict management styles • Staff teams with minimum number of members • Improve organizational practices 21 21 Next class… We will go over the group project in some detail on 3/22 We may have a guest speaker either on 3/22 or 3/24 If speaker comes on the 24th, then we will cover Chapter 13 on the 22nd (not 24th) Enjoy the break! 22 22 ...
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This note was uploaded on 04/04/2012 for the course MGM 330 taught by Professor Christinejackson during the Spring '11 term at Purdue.

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