presentaciÓn - productive conflict management
DESCRIPTION
Cómo manejar conflictos de forma productivaTRANSCRIPT
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1. Conflict within Systems
Expressed Struggle
Incompatible Goals
Scarce Rewards
2. Conflict within Small Groups
Group Homogeneity & Conformity
Group Orientation & Constructive
Conflict
Communication
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Scarce Resources
Diverse Backgrounds
Orientations to
Task Accomplishment
Substance
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Basic Elements of
Constructive Conflict
Mutual Interpersonal
Concern
Interdependence
Equifinality
Resolution
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Collaboration
Negotiation
Accommodation
Compromise
Competition
Avoidance
Styles
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Problem Solver
Integratorfocused on Us
Looking for Consensus
"Win/Win" Solutions
Participation of all members
Resolutions Combine or Most Perspectives
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Forges resolution of opposing views
Provides important benefits to each side
Follows Impasse; Non-resolvable disagreement
Sometimes involves formal bargaining
Not binding arbitration
Impartial mediator helps process
Mutual concessions for Satisfactory Resolution
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Friendly Helper
Suppressor of self for harmony
One-Sided concession; giving In
"Lose/Win"
Use for non-significant, superficial conflicts
Results may be positive or negative
Positive if constructive compromise
Negative if coalition building; trading Issues
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Conciliator; Negotiator
Split the difference; give up half
"Lose/Lose"
Use for small issues; save time & energy
Members must be willing to concede
Destructive if compromise forced
May reduce later cooperation & agreement
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Tough Battler
Power OrientationWe/They
"Win/Lose"
Self Interest rather than mutual
interest
ConstructiveLimited to Issues
DestructivePersonal Attacks
Need Mutual Respect and Trust
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Impersonal Complier
AvoidWithdraw
"Lose/Win"
Constructive: lack of Information, Expertise
Destructive: if Habitual; or Represents Unexpressed
Dissatisfaction
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Styles of Conflict Management
Small Group and Team Communication, 2nd edition, Harris & Sherblom, Copyright Allyn & Bacon 2002
Competition Collaboration (Consensus) Negotiation Compromise Avoidance Accommodation
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C O O P E R A T I V E N E S S
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Address issues, not personalities.
Constructive Make Commitment to Positive Relationships
State Positions Directly and Honestly Listen Attentively to diverse opinions
Accept responsibility for thoughts & feelings
Insist on objective standards for solutions
Understand
Persons &
Perspectives
Use supportive, Not defensive, communication
Look for agreement under
disagreement
Focus on issues, Not positions
Generate alternatives before final resolution
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Types of Power
Expert Power
Interpersonal Linkage Power
Reward and Punishment Power
Positional (Legitimate) Power
Referent Power
Charismatic (or Personal) Power
Avoidance Power
Power In Context
Group