Leadership & change management, lecture 8, by rahat kazmi

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This Lecture was prepared for my MBA students in London. It will benefit students, lecturers or managers who like to polish up their leadership skills. Feel Free to download this lecture in pdf, however, if you need the ppt slides, please send me a payment of 1 by paypal at: srahatkazmi@gmail.com and I will happy to send you the lecture. Hope it was beneficial to you.

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Leadership and Change Management, Lecture 8, By: Rahat Kazmi

LEADERSHIP AND CHANGE

MANAGEMENT

- MANAGING CONFLICT - CAUSES OF CONFLICT

- STRATEGIES FOR MANAGING CONFLICT

CHANGE TECHNIQUES

LECTURE 8

BY

RA HAT KAZMI PREPARED BY: RAHAT KAZMI

SEPTEMBER 2010

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Objectives

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Nature of Conflict

Responding to Conflict

Handling Grievances

Emotional Stress

Responding to Conflict

Handling Grievances

Emotional Stress

Nature of Conflict

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Conflict is a form of relating or

interacting where we find ourselves

(either as individuals or groups) under

some sort of perceived threat to our

personal or collective goals.

These goals are usually to do with our

interpersonal wants. These perceived

threats may be either real or imagined

(Condliffe, 1991, p3).

Conflict

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Sources of Conflict

(Bisno)

Project Sources of

Conflict

(Thamhain & Wilemon)

Conflict

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Sources of Conflict (Bisno)

Biosocial

Personality and interactional

Structural

Cultural and ideological

Convergence

Conflict

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Bisnos Sources of Conflict (Condliffe, 1991, p6)

Conflict

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Sources of Conflict (Bisno)

Biosocial

Personality and interactional

Structural

Cultural and ideological

Convergence

Conflict

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Sources of Conflict (Bisno)

Biosocial

Personality and interactional

Structural

Cultural and ideological

Convergence

Project Sources of Conflict (Thamhain & Wilemon)

Project schedules

Project priorities

Workforce

Source of Conflict

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(Nicholas, 2001, p519)

Conflict

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(Nicholas, 2001, p519)

Conflict

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Components of

Conflict

Conflict

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Components of Conflict

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Interests: things that motivate eg. managers and workers have different interests

Components of Conflict

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Emotional: feelings that accompany human interactions eg. anger, fear, reject, and loss

Components of Conflict

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Emotional: feelings that accompany human interactions eg. anger, fear, reject, and loss

Interests: things that motivate eg. managers and workers have different interests

Values: ideas and feelings about right and wrong (difficult to resolve)

Components of Conflict

When you have to deal with conflict

tackle the emotional issues first

then address values and interests

Dealing with Conflict

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Consequences of Conflict

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Good Consequences of

Conflict

Conflict

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increased creativity

Increased Creativity

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It forces people to clarify their views

Conflict

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It can produce constructive

social change

Conflict

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It gives people the

opportunity to test their

capacities

Conflict

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development of group and organization

cohesion

Conflict

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Bad Consequences of

Conflict

Conflict

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Violence

Conflict

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breakdown of relationships Conflict

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polarization of views into static positions

Conflict

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A breakdown of

collaborative ventures

Conflict

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destruction of

communication

Conflict

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Groupthink

Conflict

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Groupthink is a tendency for strong conformity pressures within groups to lead to the breakdown of critical thinking and encourage premature acceptance of questionable decisions

Groupthink

Conflict

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Lack of conflict is a sign of over conformity.

Conflict

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It is unhealthy when there is no conflict

Conflict

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You need

diversity of

opinion

Conflict

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Conflict

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Consequences of Conflict

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Nature of Conflict

Responding to Conflict

Handling Grievances

Emotional Stress

Conflict

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Conflict Handling Styles Avoiding

Compromise

Competition

Accommodation

Collaboration

Conflict

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Which conflict handling style

will you use?

Conflict

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Which conflict handling style

will you use?

Project Managers may have a preferred style

for managing conflict

Conflict

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Which conflict handling style will you use?

Project Managers may have a preferred style for managing conflict

You should use different styles depending on the problem and get there by using your ability to read situation

Conflict

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avoiding

accommodation

competition

compromise

collaboration

Conflict

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Characteristics

ignoring conflicts and hoping theyll go

away

putting problems under consideration

or on hold

use of secrecy to avoid confrontation

appeal to bureaucratic rules

Avoiding

When to use

Trivial, small/unimportant issue no perceived chance of

resolution

To allow a cool down period To allow others to resolve the

situation

Conflict

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Characteristics

negotiation looking for deals and

trade-offs

finding satisfactory or acceptable solutions

When to use

goals are important, but not worth effort opponents with equal power are committed

to mutually exclusive goals

achieve temporary settlements to issues arrive at solutions under time pressure back-up to collaboration or competition

Compromise Conflict

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Characteristics

create win-lose situations

use of power plays

forcing submission

When to use

quick, decisive action is vital, very important

unpopular actions eg. cost cutting issues are vital to company welfare against people who take advantage of non-

competitive behavior

Competition Conflict

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Characteristics

giving way submission and

fulfillment

When to use

find you are wrong issues more important to others than yourself maintain cooperation build social credits for later on minimize loss harmony and stability are important allow team members to...