conflict management
DESCRIPTION
Conflict Management. Overview. Bomb Shelter Exercise Conflict Sources Filley’s Antecedents Conflict Management Styles Situational Considerations Four Steps of Conflict Management. Bomb Shelter Exercise. 15 people are in a nuclear bomb shelter after a nuclear attack - PowerPoint PPT PresentationTRANSCRIPT
Conflict ManagementConflict Management
OverviewOverview
• Bomb Shelter Exercise• Conflict Sources• Filley’s Antecedents• Conflict Management Styles• Situational Considerations• Four Steps of Conflict Management
Bomb Shelter ExerciseBomb Shelter Exercise
• 15 people are in a nuclear bomb shelter after a nuclear attack
• These 15 are the last on earth• It will take 2 wks for radiation levels to
reach safe levels• Food & supplies can only sustain 7 people
for 2 wks• Pick the 7 who will survive
1. Dr. Dane. African-American, 35, married, one child (Bobby), no religious affiliation, PhD in history, college professor, good health, active physically, enjoys politics.
2. Mrs. Dane. White, Jewish, 38, BS and MS in psychology, counselor in a mental health clinic, good health, one child (Bobby), active in community activities.
3. Bobby Dane. Mixed white and African American, Jewish, 10, attended special education classes for 4 years, mentally retarded, IQ of 70, good health, enjoys pets.
4. Mrs. Garcia. Hispanic, 33, raised Catholic, 9th grade education, exotic dancer, prostitute, good health, in a foster home as a child, was attacked by foster father at age of 12, ran away from home, returned to reformatory where she stayed until 16, has a child, 3 weeks old (Jean).
5. Jean Garcia. Three weeks old, Hispanic, good health, nursing.
Bomb Shelter ExerciseBomb Shelter Exercise
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6. Mrs. Evans. African-American, 32, Protestant, BA and MA in elementary education, teacher, divorced with one child (Mary), good health, outstanding teacher, enjoys working with children.
7. Mary Evans., African-American , 8, Protestant, 3rd grade, excellent student, good health.
8. John Jacobs. Asian, 13, Protestant, 8th grade, honor student, good health.
9. Mr. Newton. White, 26, atheist, starting last year of medical school, known to have homosexual tendencies, good health, and wears “freaky” clothes.
10. Mrs. Clark. White, 26, Protestant, college graduate in electrical engineering, married, no children, good health, enjoys outdoors sports, grew up in the inner-city.
Bomb Shelter ExerciseBomb Shelter Exercise
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11. Sister Mary Kathleen. A white nun, 35, college graduate, English major, middle-class American, and in good health.
12. Mr. Black. White, 51, Mormon, high school graduate, mechanic, "Mr Fix it," married, and in good health.
13. Miss Harris, Hispanic, 21, Protestant, college senior, nursing major, likes people, good health, enjoys outdoor sports.
14. Father Flanagan. African-American, 37, Catholic, college, seminary experience, priest, active in civil rights activities, criticized for his liberal views, good health, former college athlete.
15. Dr. Lee. Asian-American, 66, MD, general practitioner, has had two heart attacks in the past 5 years, but continues to practice medicine.
Bomb Shelter ExerciseBomb Shelter Exercise
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Conflict SourcesConflict Sources
• Personal Differences– Daily experiences are not judged on a common set of
values– Conflicts tend to be emotionally charged– “People-focused” rather than “issue-focused”
• Informational Deficiencies– Instructions may be interpreted differently–More factual & straightforward– Not about values & do not involve emotions
Conflict SourcesConflict Sources
• Role Incompatibility– Different entities have different goals– A common superior usually has to mediate
• Environmental Stress– Shortage of resources– Uncertainty
Filley’s AntecedentsFilley’s Antecedents
• Ambiguous jurisdictions• Conflict of interest• Communications barriers• Over-dependency of one party• Differentiation in organization• Association of the parties• Need for consensus• Behavior regulations• Unresolved prior conflicts
• Forcing• Accommodating• Avoiding• Compromising• Collaborating
Conflict Management StylesConflict Management Styles
ForcingForcing
11
Forcing High High
AssertivenessAssertiveness
Con
cern
for
Con
cern
for S
elf
Self
Low Low AssertivenessAssertiveness
Low CooperationLow Cooperation High CooperationHigh Cooperation
Concern for Concern for OthersOthers
Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial
and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.
AccommodatingAccommodating
12
Forcing
Accommodating
High High AssertivenessAssertiveness
Con
cern
for
Con
cern
for S
elf
Self
Low Low AssertivenessAssertiveness
Low CooperationLow Cooperation High CooperationHigh Cooperation
Concern for Concern for OthersOthers
Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial
and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.
AvoidingAvoiding
13
Forcing
Avoiding Accommodating
High High AssertivenessAssertiveness
Con
cern
for
Con
cern
for S
elf
Self
Low Low AssertivenessAssertiveness
Low CooperationLow Cooperation High CooperationHigh Cooperation
Concern for Concern for OthersOthers
Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial
and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.
CompromisingCompromising
14
Forcing
Compromising
Avoiding Accommodating
High High AssertivenessAssertiveness
Con
cern
for
Con
cern
for S
elf
Self
Low Low AssertivenessAssertiveness
Low CooperationLow Cooperation High CooperationHigh Cooperation
Concern for Concern for OthersOthers
Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial
and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.
CollaboratingCollaborating
15
Forcing Collaborating
Compromising
Avoiding Accommodating
High High AssertivenessAssertiveness
Con
cern
for
Con
cern
for S
elf
Self
Low Low AssertivenessAssertiveness
Low CooperationLow Cooperation High CooperationHigh Cooperation
Concern for Concern for OthersOthers
Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial
and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.
Situational ConsiderationsSituational Considerations
• How important is the disputed issue?• How important is the relationship?• How large is the power gap?• How quickly should the parties settle the
dispute?
4 Steps of Conflict Management4 Steps of Conflict Management
1. Diagnosing the sources of conflict & circumstances
2. Selecting the appropriate conflict management strategy
3. Implementing the strategy4. Seeing a conflict through to successful
outcome
SummarySummary
• Bomb Shelter Exercise• Conflict Sources• Filley’s Antecedents• Conflict Management Styles• Situational Considerations• Four Steps of Conflict Management