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Chapter 8

Chapter 8. Resolving Conflicts With Others. THE MEANING OF CONFLICT. A conflict is a situation in which two or more goals, or events are incompatible or mutually exclusive. (You are forced to make a choice.) A conflict is also a strife, quarrel, or battle.

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Chapter 8

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  1. Chapter 8 • Resolving Conflicts With Others

  2. THE MEANING OF CONFLICT • A conflict is a situation in which two or more goals, or events are incompatible or mutually exclusive. (You are forced to make a choice.) • A conflict is also a strife, quarrel, or battle. • Being able to resolve conflict constructively is a major life skill.

  3. SOURCES OF INTERPERSONAL CONFLICT IN ORGANIZATIONS • Competition for limited resources. • Role conflict (competing demands and expectations) • Competing work and family demands • Personality clashes • Aggressive personalities, including bullies • Incivility and rudeness

  4. WORK-FAMILY CONFLICT • Balancing the demands of career and family life is a major role conflict. • A person’s work can interfere with family responsibilities, creating stress. • A person’s family responsibilities can interfere with work, creating stress. • Equitable time-off policies can minimize work-family conflict.

  5. CONFLICT-MANAGEMENT STYLES • Competitive Style: Win at expense of other party, or dominate. • Accommodative Style: Satisfying other’s concern rather than one’s own. • Sharing Style: Moderate, incomplete satisfaction for both (compromise) • Collaborative Style: Fully satisfy desire of both sides (win-win). • Avoidant Style: Indifference to both sides.

  6. Competitive (Domination) win-lose Collaborative (Integration) win-win Assertive Desire to Satisfy Own Concern Sharing (Compromise) Unassertive Avoidant (Neglect) Accommodative (Appeasement) Uncooperative Cooperative Desire to Satisfy Other’s Concerns

  7. COLLABORATIVE (WIN-WIN) CONFLICT RESOLUTION • Both sides should gain something of value, so mutual gain is achieved. • Relationships between the parties are built on and improved. • Collaboration is key when both sides must be committed to the solution. • Finding win-win solutions is a major conflict-resolution skill.

  8. GUIDELINES AND TECHNIQUES FOR RESOLVING CONFLICTS • Confrontation and problem solving (confront the real issue, then solve the problem) • Constructive handling of criticism • Reframing through cognitive restructuring and asking questions • Use negotiating and bargaining (make a deal with the other side)

  9. CONFRONTATION AND PROBLEM SOLVING FOR RESOLVING CONFLICT • Takes a problem-solving approach and identifies reasons for the conflict. • Helps people feel responsible for soundest answer. • Confrontation can proceed gently to preserve relationship. • Bring closure by shaking hands and saying “Thank you.”

  10. CONSTRUCTIVE HANDLING OF CRITICISM AND CONFLICT RESOLUTION • See yourself at a distance (be a detached observer). • Ask for clarification and specifics. • Decide on a response. • Look for a pattern in terms of other criticism. • Disarm the opposition (agree with criticizer).

  11. REFRAMING FOR CONFLICT RESOLUTION • Reframing means looking at the criticism in a different light. • Reframe through cognitive restructuring by viewing negative elements more positively. (“I sure learned from the F.”) • Reframe by asking questions, such as “Have I missed something important?”)

  12. SEVEN INDICATORS OF NEGOTIATING SKILL • Enjoys settling differences of opinion. • Generally willing to compromise. • Thinks well under pressure. • Tactful and diplomatic. • Believes most things are negotiable. • Prepares in advance for negotiation. • Believes in satisfying both sides.

  13. NEGOTIATING AND BARGAINING TECHNIQUES • Understand the other party’s perspective. • Focus on interests, not positions. (“Here’s what I really need.”) • Compromise. (“Let’s meet halfway.”) • Begin with a plausible demand or offer, yet allow room for negotiation. (“How about 15% below your asking price?”)

  14. NEGOTIATING AND BARGAINING TECHNIQUES, continued • Make small concessions gradually. (“If you buy today, you get free delivery.”) • Know your best alternative to a negotiated agreement (BATNA). • Use anger to your advantage. • Anger can energize you. • Other side might submit rather than receive more of your anger.

  15. SEXUAL HARASSMENT: A SPECIAL TYPE OF CONFLICT • The two types of sexual harassment are quid pro quo (person loses out because of refusal to grant sexual favor) and hostile environment harassment (e.g. sexually suggestive comments). • Sexual harassment is also seen as power abuse. • Studies indicate that 24% of women have experienced sexual harassment.

  16. STUDIES OF CONSEQUENCES OF SEXUAL HARASSMENT • Decreases in (a) satisfaction with coworkers, supervisor, work, overall satisfaction, (b) commitment to company, (c) productivity, (d) mental health, and (e) physical health. • Increases in job withdrawal, work withdrawal, and post traumatic stress disorder.

  17. EXAMPLES OF ENVIRONMENTAL HARASSMENT • Inappropriate remarks and sexual implications. • Terms of endearment. • Suggestive compliments. • Physical touching. • Work-related kissing, with cross-cultural exceptions.

  18. GUIDELINES FOR PREVENTING AND DEALING WITH SEXUAL HARASSMENT • Avoid inappropriate remarks and sexual implications. • Avoid terms of endearment like “sweetie.” • Avoid suggestive compliments, and know the difference between harassment and flirting. • Restrict physical touching to handshakes, and maybe a sideways hug. • Avoid work-related kissing. • Keep a running diary of incidents against you.

  19. COMPANY ROLE IN DEALING WITH SEXUAL HARASSMENT • Create and disseminate policy about sexual harassment. • Company should have zero tolerance for such behavior. • Open-door policy is helpful for receiving complaints about harassment. • Training programs are useful, followed by periodic discussions.

  20. Case Study • Rebecca had been working for the past five years at a timber mill in the Eastern Oregon town where she grew up. It was the highest paying job in town, and it seemed that everybody either worked at the mill or left town after high school. She was in tears one Friday afternoon and about to quit her job, though, as she stumbled through the parking lot toward her car. Her supervisor, Fred, saw her and stopped her. • Fred: What’s wrong, Rebecca? You look like you just lost your best friend. • Rebecca: I can’t stand it anymore here, Fred. The guys tease me all day long, tell dirty jokes, and today before I left, Clint threw a bucket of water on me and said he was having a wet T-shirt contest. All the guys laughed! No one even tried to stop him! They treat me like dirt! • Fred: I don’t think they mean anything by it, Rebecca, I think they’re just having a little fun. • Rebecca: Well, it’s not fun to me. It’s sexual harassment, and somebody’s going to answer for it! • Does this qualify as sexual harassment, or is Clint just having a little fun? • What is Fred’s responsibility in this situation as Rebecca’s supervisor? • What other steps can Rebecca take in this situation to stop Clint and the other mill workers from doing things she doesn’t like?

  21. What Management Can Do to Handle and Prevent Sexual Harassment • Disseminate a policy • Create a zero-tolerance environment • Have an open-door policy; frequent discussion is helpful

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