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1、ManagingConflictsofInterest Definition Conflict aprocesswhichbeginswhenonepartyperceivesthattheotherisfrustrated orisabouttofrustrate someconcernofhis orher Thomas 1976inB Hp634 Exercise Clients whoisaffected Actors whoaretheleadingplayers individuals groupsandinstitutions Transformations whatisthec
2、ontentandprocess Whatisthegroundthatisbeingfoughtover World view whatisthewiderperspectiveOrganisation whataretheorganisationalandcoordinativeimplicationsEnvironment whatarethecharacteristicsoftheenvironmentinwhichthisisplayed Whataretheconflicts interests Howaretheymanifested feelings behaviour How
3、wouldtheconflictsnormallyberesolved Howdoyouthinktheparticipantsperceivetheresolutionsintermsofdegreeofsatisfaction Reviewanapparentsourceofconflictofinterestinyourorganisation Organisationalpolicyandpracticeonconflictmanagement Whatwouldbethecontentandcoverageofanorganisationalpolicyonconflictmanag
4、ement Whatpolicyareas Whatnormsandexpectationsintermsofbehaviour Factorsinfluencingthemannerofresolution Organisationalclimate cultureHabituation custom practice statusquoPersonalorpoliticalinterestsPresenceorabsenceofsystems policies proceduresformanagingconflictIndividualskillinconflicthandlingWil
5、lingnesstocompromise Attitudestowardsconflict AwayoflifeWar all sfairinlove AttritionCoupdegraceCompetition we llseewhogetstherefirst Avoidance leavewellalone Accommodation no afteryou Compromise splitthedifference Collaboration letsworkthisouttogether B Hpp564 656 Conflictandinterpersonalcommunicat
6、ion Raw coercive physicalpowerConflictasamediatedprocessofsocialinteractionIndividualprocesses aggressiveandpolitecommunication conflicthandling competence Waysofthinkingaboutit roles identities institutionalpressures culturalandorganisationalconstraints ethicalboundaries Interactiveprocesses formal
7、negotiations cultural communicationprocessesininternationalbusiness negotiationincrises officeresentmentsandclashes AnneMaydenNicoretaetal1995 Sourcesofconflict OrganisationalhierarchyCompetitionforscarceresourcesSelf image stereotypicalviewsofothersDifferinggoals objectivesFailures resultantblamefi
8、xingPoorcoordinationofactivities Playerattitudes Iwin youlose aggressive Ilose youwin passive Ilose youlose totalwar Iwin youwin assertive Stokingthefires Doingthings bythebook PoorordysfunctionalcommunicationPickingflightsSabotage spoilingtacticsDisregardingalienation isolationPublic ritual humilia
9、tionHighlightingfaults failuresofothersOvertime distortedperceptions raw exaggeratedemotions Rationalactionunlikely Conflictresolution definition Aprocessthathasasitsobjectivetheendingofconflictbetweendisagreeingparties B Hpp653 Howcanweresolvethedamagingeffectsof Avoidance festeringsoresAccommodati
10、on resentmentongivinggroundThedilemmaofcompetition creativity energy thenlosersatthetapeWar attrition diversionofresources defend attack subjugationtothevictor Sub optimisationarisingfromcompromise Negotiation bargainingpower atemporary expedientdeal Unitaryandpluralisticframesofreference UnitaryOne
11、setofvalues beliefs commitmentsSharedunderstanding commitmenttoobjectivesOnesourceofleadershipTeammembers AllpullinginthesamedirectionPotentialforharmonyisassumedprovidedleadercommunicateswellDisagreements theresultofmisunderstandingDissidents the rabble hypothesis AlanFox ResearchPapertotheDonovanC
12、ommission1968 Unitaryandpluralisticframesofreference PluralisticMultiplevalues beliefs commitmentsandobjectivesDiverseperceptionsandunderstandingsCompetingsourcesofleadershipandloyaltyIndividuals membersofseparategroupsPullingindifferentdirections allinsameboatbut Potentialfordisagreement conflictis
13、inherent NaturaldistrustinmanagementauthorityRighttochallengedecisionsandsharepowerRepresentativeparticipation dissidents BeyondContract Fox1974 agreementsare bestwecangetatthemoment Conflictmanagementtechniques Conflictresolvingtechniquesinaunitaryframework inapluralisticsetting Managementbyconfron
14、tation stimulatingconflictBargainingDistributivebargainingNegotiations Fixedsumisdividedup Win loseIntegrativebargainingProblem solvingnegotiation seektoincreasethetotalcake Createwin winsituationbothpartiesIntra organisationalBargaining Robbins1996 inB Hp653 Formalconflicts Organisational machinery
15、 toreceive processdisputeswithinunitaryandpluralisticsettings Traditionally represents ownersofcapital labour Positiveandnegativeroleforcompanyandemployee Pendulum shiftingpower employmentlaw labourmarketdynamics Whatmachinery ProceduresforNegotiationIndividualgrievanceCollectivedisputesDisciplinary
16、mattersRedundancyBangingheadstogether powerintervention Problem solvinghuddles mediationPsychotherapyTakeittocommitteeQualityreviewpanelsThird partyintervention arbitrationResorttolitigation Employer EmployeeRelationships Movefrom traditionalindustrialrelations towardsanew employeerelations stylewithnewstyleagreementsFlexibilityEmployeeinvolvementTQMTeamworking empowermentEdRose inMabey Salamanpp266 Frompluralism distributionwithhighbargainingleverageTounitary integrativebargaining trustand orlo
