Organizational Motivation and Leadership Final Exam
What are the four phases of the problem-solving process?
(1) problem identification (2) solution generation (3) action plan formulation and agreement (4) implementation and follow-up
List some other common features of the adjourning stage, as well as what emotions are common in this stage:
- Attention is turned to "wrapping up". - Emotions: range from upbeat over accomplishments to downbeat over loss of relationships.
What are some group problem solving skills that can help you overcome common pitfalls?
- Brainstorming - Multi-voting - Criteria Grid
Give an example of the guidelines for multi-voting:
- Combine similar items (if team agrees) 1. Round 1: - Unlimited votes per person - Cross out items with zero votes - Discuss/evaluate remaining items 2. Round 2: - Limit votes per person to items remaining divided by 2 3. Continue rounds of voting & discussion/evaluation until desired number of items is reached
List some other common features of the storming stage, as well as what emotions are common in this stage:
- Emotions: confusion, frustration, anger, jealousy, disillusionment. - Dysfunctional behaviors: resistance, arguing, taking sides, feuding, passing the buck. - Can be used for positive (creativity)
Give the guidelines for brainstorming:
- Go in rotation - 1 idea per turn - OK to pass and rejoin - No evaluation (no idea is stupid) - Write down every idea - Be patient - Encourage ideas - Have fun - Stop when everyone passes
What are some common pitfalls of group problem solving?
- Groupthink/Satisficing - Storming - Time to reach consensus - Unbalanced participation - Conceptual blocks
What questions might group members be considering during the performing stage?
- How can we continuously improve? - How can we foster innovation, creativity and speed?
What are conceptual blocks?
- Mental obstacles that constrain the way problems are defined. - Keep you from considering different viewpoints or alternatives
What are the 4 forming behavioral guidelines for teams?
1. Communicate vision, goals and rules. 2. Encourage member orientation 3. Encourage relationship building 4. Foster trust
How do you analytically solve a problem (not satificing)?
1. Define the problem 2. Generate multiple alternative solutions 3. Evaluate alternatives and select a solution 4. Develop action plan 5. Implement solution and follow up
Give an example of the guidelines for a criteria grid:
1. Determine criteria for ranking; examples: Cost, Activities, Climate 2. Draw grid 3. Determine extra weighting of specific criteria (optional) 4. Determine the voting scale for each criteria 5. Make sure higher is better for each scale. 6. Work down one column at a time 7. Enter each member's vote in the appropriate box. 8. Total each box. 9. Complete for each column. 10. Compute row TOTALS. 11. Use totals to determine ranking 12. Item with most votes is ranked #1.
We believe that much of the _________________ toward conflict stems from a lack of confidence in one's personal knowledge and skills about how to constructively manage tense, emotionally charged confrontations.
ambivalence
Conflicts based on misinformation or misunderstanding tend to be factual; hence, clarifying previous messages or obtaining additional information generally does what?
resolves the dispute.
___________ _________: the part played in a conflict management model by the person who is supposedly the source of the "initiator's" problem.
responder role
________ ______________: the conflict-producing difference between workers whose tasks are interdependent but whose priorities differ because their responsibilities within the organization differ. The mediation of a common superior is usually the best solution.
role incompatibility
What is the goal of brainstorming?
to expand your thinking and generate quantity of creative ideas
What is the goal of a criteria grid?
to expand your thinking, then rank
What is the goal of multi-voting?
to narrow down your list to best solution(s).
T/F: Research suggests that diverse groups might have less confidence in their performance than homogenous groups, but they actually perform better.
true
Which approach is described below: - "Problem-solving" approach - Addresses needs of both parties (create "win-win") - Fewest undesirable side effects
collaborating approach
_________________ ______________: the cooperative, assertive, problem-solving mode of responding to conflict. It focuses on finding solutions to the basic problems and issues that are acceptable to both parties rather than on finding fault and assigning blame. Of the conflict management approaches, this is the only win-win strategy.
collaborating approach
_________________ ________________ ____________: conflict-fostering tension induced by such organizational factors as budget tightening or uncertainty caused by rapid, repeated change.
environmentally induced stress
By understanding the ___________ of the ___________, we gain an appreciation for the substance of the dispute (what is fueling the conflict), and by learning more about the origins, or source of the conflict, we better understand how it got started (the igniting spark).
focus of the conflict
In managing conflict it is important to understand the _____________ or ____________ , of a conflict ("What's this about?") and the ____________ or _____________, of the conflict ("How did it get started?").
focus or content; source or origin
___________ ____________: an assertive, uncooperative response to conflict that uses the exercise of authority to satisfy one's own needs at the expense of another's
forcing response
What are the stages of team performance/building?
forming--> norming --> storming --> performing --> adjourning
________ ________: the conflict management role played by the third party who intervenes in a dispute between an "initiator" and a "responder."
mediator role
____________ _____________: two broad approaches or perspectives used for resolving differences or allocating scarce resources—integrative and distributive
negotiation strategies
We can categorize conflicts as primarily focused on either ____________ or ___________.
people or issues
Research has shown that ___________-___________ conflicts threaten effectiveness whereas ___________-__________ conflicts actually enhance performance as long as people feel psychologically safe at work and have the skills to manage it effectively and openly.
people-focused ; issue-based
____________-__________ _____________: interpersonal conflict that is personal (e.g., a clash between different personalities or interpersonal styles).
people-focused conflict
______________ ________________: variations among individuals' values and needs that have been shaped by different socialization processes. Interpersonal conflicts stemming from such incompatibilities are the most difficult for a manager to resolve.
personal differences
Delegation + Empowerment = ____________ _______
Engaged subs
Explain how brainstorming, multi-voting, and a criteria grid all work together to help you overcome the common pitfalls of group problem solving:
Example: Goal- Identify the Top 5 1. Brainstorm a list - Stop at 20 - Do not evaluate yet 2. Multi-voting - Narrow list to 5 3. Criteria Grid - Rank top 5
________________: When the preservation of the team takes precedence over good decisions and problem solving.
Groupthink
Forming is a period of __________ _____________; what are some questions a group member might be asking during this stage?
High uncertainty; - Who are these people? - What is expected of me? - Who is our leader? - What is our goal and mission? - What are the rules?
Interpersonal collisions can also happen because people from different ethnic and cultural groups often have very different views about the value of, and justifications for, interpersonal disputes-- elaborate on what this means:
In other words our cultural background shapes our views of what is worth "fighting for" and what constitutes "a fair fight"
__________________ occurs when the team functions at high level.
Performing
What are 2 steps you can take to improve team performance?
Step 1: Diagnose the current stage of team development Step 2: Use appropriate behavioral guidelines to facilitate performance improvement
T/F: Research suggests that ethnic culture strongly affects individual preferences for the five conflict management strategies.
True
T/F: the storming stage is generally when conflict arises in a group.
True
T/F: One of the leading causes of business failure among major corporations is too much agreement among top management. (why or why not- explain)
True- The lack of tension between competing perspectives can foster a climate of complacency. This problem is compounded when boards of directors fail to play an aggressive oversight role.
Describe The Relationship Between Conflict and Outcomes:
When conflict is too low- organizational outcomes are also low. When conflict is too high- organizational outcomes are are low. When there is a moderate amount of conflict- organization's experience the most positive outcomes.
Why are many managers reluctant to empower their subs?
While empowerment is seen as a positive, managers often feel threatened by the loss of power and become more rigid.
What are the 3 behavioral guidelines for adjourning a group?
1. Facilitate "wrapping up" and transition 2. Celebrate 3. Facilitate networking
What are the 3 behavioral guidelines for performing in a group?
1. Identify and capitalize on the team's "core competence" 2. Foster innovation and continuous improvement 3. Use tools to encourage creative problem solving and positive deviance.
Name and describe the 7 guidelines for initiators:
1. Maintain personal ownership of the problem 2. Describe the problem in terms of behaviors, consequences & feelings --" When you do X, Y results, and I feel Z". 3. Avoid drawing conclusions and attributing motives to the responder 4. Persist until understood 5. Encourage 2 way discussion 6. Manage the agenda --Move from simple to complex 7. Focus on commonalities as a basis for requesting a change (solution phase) --Common ground (principles, goals, constraints)
What four sources of interpersonal conflict were identified in chapter 7?
1. personal differences 2. informational deficiencies 3. role incompatibility 4. environmental stress.
More than ___/___ of college students participate in teams
2/3
____% of Fortune 1000 companies use self-managed teams.
79
If forcing is clearly not the superior conflict management strategy, why do senior executives have such a propensity for it?
A likely answer is expediency. Some evidence for this answer comes from a study of the preferred influence strategies of more than 300 managers in three countries (Kipnis & Schmidt, 1983). This study showed that when subordinates are reluctant to comply with a request, managers tend to become directive, falling back on their organizational power to insist on compliance.
Give examples of people-focused conflict:
Accusations of harm, demands for justice, and feelings of resentment are the common markers of personal disputes.
_____________________: When temporary teams disband
Adjourning
When is a collaborating approach appropriate?
Appropriate to use when: - Issue is important - Relationship is important - Time constraints are low
What are some ways to come up with Responder-Solution Generation?
Ask for Suggestions of Acceptable Alternatives Once you are certain you fully understand the initiator's complaint, move on to the solution-generation phase by asking the initiator for recommended solutions. This triggers an important transition in the discussion by shifting attention from the negative to the positive and from the past to the future. It also communicates your regard for the initiator's opinions.
Describe the storming phase and reasons for conflict to arise:
Conflicts arise: - Disagreements with leader - Testing of group norms - Competition between members - Coalitions or cliques
___________________: Assignment of a task
Delegation
_______________________: Help people overcome helplessness; to energize them to take action.
Empowerment
T/F: Complex problems generally require managers to get others involved; why or why not?
Yes- Managers: - More expertise - Greater creativity - Better solutions - Increased buy-in - Implementation facilitated
Personal differences are a common source of conflict, why?
- because individuals bring different backgrounds to their roles in organizations. - Their values and needs have been shaped by different socialization processes, depending on their cultural and family traditions, level of education, breadth of experience, and so forth. - As a result, their interpretations of events and their expectations about relationships with others in the organization vary considerably.
Name and describe the 5 guidelines for mediators:
1. Acknowledge the conflict exists and propose a problem solving approach to resolve it -- Select the most appropriate setting (group vs. individual meetings) -- Do not belittle or berate -- Discipline (if necessary) in private 2. While seeking out the perspectives of both parties, maintain a neutral posture --Don't pick a side 3. Serve as a facilitator (not judge) --Don't pick a solution 4. Manage the discussion to ensure fairness: --Focus on performance impact or business issues (not on personalities) -- Insure balanced participation 5. Help them explore options: -- Make sure they generate and evaluate multiple alternatives! -- Ask probing questions -- Point out common ground -- Maintain non-judgmental manner
Describe the steps in the analytical problem solving approach:
1. Define the problem 2. Generate alternative solutions 3. Evaluate alternatives and select a solution - Develop action plan 4. Implement solution and follow up
What are the 10 ways to fail as a mediator?
1. After you have listened to the argument for a short time, begin to nonverbally communicate your discomfort with the discussion (e.g., sit back, begin to fidget). 2. Communicate your agreement with one of the parties (e.g., through facial expressions, posture, chair position, reinforcing comments). 3. Say that you shouldn't be talking about this kind of thing at work or where others can hear you. 4. Discourage the expression of emotion. Suggest that the discussion would better be held later after both parties have cooled off. 5. Suggest that both parties are wrong. Point out the problems with both points of view. 6. Suggest partway through the discussion that possibly you aren't the person who should be helping solve this problem. 7. See if you can get both parties to attack you. 8. Minimize the seriousness of the problem. 9. Change the subject (e.g., ask for advice to help you solve one of your problems). 10. Express displeasure that the two parties are experiencing conflict (e.g., imply that it might undermine the solidarity of the work group).
________________ _________________: a response to conflict that tries to preserve a friendly interpersonal relationship by satisfying the other party's concerns while ignoring one's own. It generally ends with both parties losing.
accommodating approach
_____________ _____________: an unassertive, uncooperative reaction to conflict that neglects the interests of both parties by side- stepping the issue. The resulting frustration may engender power struggles as others rush to fill the leadership vacuum.
avoiding response
What are 2 additional guidelines for all parties? (describe)
1. Create an Action Plan: --Detailed plan (who, what, where, when, how?) --Verify understanding 2. Schedule Follow-up: --Create measurable benchmarks/goals --Encourage flexibility to adjust plan
These five approaches to conflict reflect different degrees of ________________________ and _________________________.
cooperativeness and assertiveness
Because of the assumption of scarce resources, _________________ negotiators tend to assume an adversarial, competitive posture. They believe that one of the parties can improve only at the other party's expense.
distributive
______________ _______________ ___________________: negotiation tactic that requires both parties to sacrifice something to resolve the conflict—to divide up a "fixed pie."
distributive bargaining perspective
There is one important area of organizational research provides additional insights into the five conflict management approaches we have just described-- scholars of negotiation strategies have shown that people generally adopt one of two general approaches to their negotiations: ______________ or _______________.
distributive or integrative.
___________-___________ _____________: interpersonal conflicts that are substantive, or content, oriented.
issue-focused conflict
What is the main problem with the forcing response?
problem with the repeated use of this conflict management approach is that it breeds hostility and resentment.
What are the 3 behavioral guidelines to norming for teams?
1. Develop a Code of Conduct to establish norms 2. Use a Sanctioning System to enforce norms 3. Use Techniques to avoid Groupthink: Devil's advocate/critical evaluator; Open discussion - leader does not express opinion until end; Form subgroups; Outside experts; Second-chance meetings; Group problem solving tools
Name and describe the 10 Empowered Engagement Guidelines:
1. Develop and Communicate a Vision - Vision is a desired future state - Guides the goal setting - Inspires the followers 2. Set "SMART" Goals: - Aligned to Enact the Vision - Use behavior shaping to motivate 3. Determine when to delegate - Delegate early - Don't wait - Don't dump 4. Determine whom to delegate task to - Foster personal mastery experiences; Select subordinate with the proper skill level - Allow sub participation - Don't circumvent the organizational structure 5. Provide them with a model - Point out others who have succeeded - Assign a coach or mentor - Manager as a role model 6. Provide necessary information & resources - Budget, training & people - Share all task relevant info - Proper authority level to make decisions 7. Help them see the outcomes of their work - Create task identity: Provide timely objective feedback data, Meet with customers - Don't over monitor 8. Arouse positive emotions - Notes, praise and encouragement: Use superlatives (i.e., excellent, outstanding) - Informal social activities : Builds group cohesion - Formal recognition ceremonies 9. Avoid Upward Delegation - Encourage sub to take ownership - Let sub make the decisions - Don't let sub give it back to you 10. Create subordinate confidence in management - Be: reliable and consistent, fair and equitable - Exhibit: caring and personal concern, openness and honesty, competence and expertise
Name and describe the 4 guidelines for responders:
1. Establish a climate for joint problem solving: --Show concern & interest --Respond appropriately to initiator's emotions 2. Seek additional information: --Ask probing questions 3. Agree with some aspect of the complaint: --Facts, perceptions, feelings or principles 4. Ask for suggestions of acceptable alternatives: -- Brainstorm multiple solutions: Don't satisfice, Evaluate the alternatives, Then select the best one
The collaborative problem-solving process can be summed up with a six-step framework adapted from the integrative bargaining literature discussed earlier: describe them
1. Establish overarching goals: In order to foster a climate of collaboration, both parties to a dispute need to focus on what they share in common. For instance, the parties might agree that the shared goal is increased productivity, lower costs, reduced design time, or improved relations between departments- The step is characterized by the general question, "What common goals support these discussions?" 2.Separate the people from the problem: After clarifying the mutual benefits behind the discussion, participants should next focus their attention on the real issue: solving the problem (as opposed to "fixing" another person). Interpersonal confrontations are more likely to result in mutual satisfaction if the parties depersonalize their disagreement and suppress their desires for revenge or one-upmanship- The problem solver would say, "That is an unreasonable position" rather than, "You are an unreasonable person." 3. Focus on interests, not positions: Positions are demands or assertions; interests constitute the reasons behind the demands- It involves asking "why" questions to get to the heart of the other person's needs. A characteristic collaborative statement is, "Help me understand why you advocate that position." 4.Invent options for mutual gains: This step focuses on generating creative solutions. By focusing both parties' attention on brainstorming novel, mutually agreeable solutions, the interpersonal dynamics naturally shift from competitive to collaborative- This step can be summarized as, "Now that we better understand each other's underlying concerns and objectives, let's brainstorm ways of satisfying both our needs." 5. Use objective criteria for evaluating alternatives: No matter how collaborative both parties may be, there are bound to be some incompatible interests. Rather than seizing on these as opportunities for testing wills, it is far more productive to determine what is fair-A shift in thinking from "getting what I want" to "deciding what makes most sense" fosters an open, reasonable attitude- This approach is characterized by asking, "What is a fair way to evaluate the merits of our arguments?" 6. Define success in terms of real gains, not imaginary losses: It is important to recognize that our satisfaction with an outcome is affected by the standards we use to judge it. Recognizing this, the collaborative problem solver facilitates resolution by judging the value of proposed solutions against reasonable standards. This perspective is reflected in the question, "Does this outcome constitute a meaningful improvement over current conditions?"
Further Describe the 5 Conflict Management Approaches:
1. Forcing - You feel vindicated, but the other party feels defeated 2. Avoiding - Problems don't get resolved 3. Compromising - Participants seek expedient, not effective, solutions 4. Accommodating - Other person can take advantage of you 5. Collaborating - Problem likely to be resolved and both parties are committed
Describe the 5 Conflict Management Approaches in terms of how low or high they are in assertiveness:
1. Forcing- high (assertive) 2. Avoiding- low (unassertive) 3. Compromising- moderate amount of assertiveness 4. Accommodating- low (unassertive) 5. Collaborating- high (assertive)
List some other common features of the performing stage, as well as what emotions are common in this stage:
- Emotions: confidence, camaraderie, sense of accomplishment - Have learned to constructively disagree: Learned to consider new ideas or different points of view and still maintain smooth relations; Feel freedom to take risks.
List some other common features of the forming stage, as well as what emotions are common in this stage:
- Getting to know each other. - People on "best behavior". - Establishing roles. - Emotions: enthusiasm, concern and anxiety.
List some other common features of the norming stage, as well as what emotions are common in this stage:
- Group goals become more important than individual goals. - Begin to work as a team to accomplish the mission. - Conformity to group norms - Emotions: close relationships, group cohesiveness, peer pressure, cooperativeness.
The research on the relationship between preferred conflict management style and gender is less clear-cut: elaborate on this-
- Some studies report that males are more likely to use the forcing response, whereas females tend to select the compromising approach - In contrast, other studies found gender to have little influence on an individual's preferred responses to conflict
Describe "The Groupthink Trap":
- Suboptimal decision making or problem solving (satisficing) - Team goes along with whatever the leader or most influential members suggest. - Fail to consider what might go wrong or other better alternatives.
Describe the 5 Conflict Management Approaches in terms of how low or high they are in cooperativeness:
1. Forcing- low (uncooperative) 2. Avoiding- low (uncooperative) 3. Compromising- moderate amount of cooperation 4. Accommodating- high (cooperative) 5. Collaborating- high (cooperative)
Name and describe 4 important incident-specific circumstances that can be used to select the appropriate conflict management approach:
1. How important is the disputed issue? (In the table, "High" signifies extremely important; "Low" signifies not very important) 2. How important is the relationship? ("High" signifies a critical, ongoing, one-of-a-kind, partnership; "Low" signifies a one-time transaction, for which there are readily available alternatives) 3. What is the relative level of power, or authority, between the disputants? ("High" signifies that the actor has higher status than the conflict partner; "Equal" signifies that the two parties are peers; "Low" signifies that the actor has a lower status than the conflict partner) 4. To what extent is time a significant constraint in resolving the dispute? ("High" signifies that the dispute must be resolved quickly; "Low" signifies that time is not a salient factor)
What 3 parties can be involved in conflicts?
1. Initiator 2. Responder 3. Mediator
What is the main concern with the accommodating approach?
- The difficulty with the habitual use of the accommodating approach is that it emphasizes preserving a friendly relationship at the expense of critically appraising issues and protecting personal rights. - This may result in others taking advantage of you, which lowers your self-esteem as you observe yourself being used by others to accomplish their objectives while you fail to make any progress toward your own.
What is the concern when using an avoiding response?
- The repeated use of this approach causes considerable frustration for others because issues never seem to get resolved and the really tough problems are consistently avoided. - When mangers adopt avoiding as their default conflict management strategy, people often rush in to fill the leadership void, creating considerable confusion and animosity in the process.
Describe a situation that exemplifies role incompatibility (inherent in complex organizations where members' tasks are highly interdependent):
- This type of conflict is exemplified by the classic goal conflicts between line and staff, production and sales, and marketing and research and development (R&D). - Each unit has different responsibilities in the organization, and as a result each places different priorities on organizational goals (e.g., customer satisfaction, product quality, production efficiency, compliance with government regulations).
Norming involves the development of norms, what questions might members of the team be asking during this stage?
- What is acceptable (and unacceptable) behavior? - How can I best get along with everyone else? - How can I show my support to others? - How can I fit in?
When is the forcing approach is most appropriate?
- When a conflict involves core values or policies and one feels compelled to defend the "correct" position; when maintaining a close, supportive relationship is not critical; and when there is a sense of urgency. - An example of such a situation might be a manager insisting that a summer intern follow important company safety regulations.
When is the avoidance approach is most appropriate?
- When one's stake in an issue is not high and there is not a strong interpersonal reason for getting involved, regardless of whether the conflict involves a superior, subordinate, or peer. - Although other strategies, such as compromise and collaboration, have a better chance of resolving problems without damaging relationships, sometimes the amount of time required to pursue these strategies is too great to justify using them. - Occasionally, extreme time pressures make avoidance the best strategy.
When is the accommodating approach is most appropriate?
- When the importance of maintaining a good working relationship outweighs all other considerations. - The nature of the issues and the amount of time available play a secondary role in determining the choice of this strategy. - Accommodation becomes especially appropriate when the issues are not vital to your interests and the problem must be resolved quickly.
When is the collaborating approach is most appropriate?
- When the issues are critical, maintaining an ongoing supportive relationship between peers is important, and time constraints are not pressing. - Although collaboration can also be an effective approach for resolving conflicts between a superior and subordinate, it is important to point out that when a conflict involves peers, the collaborative mode is more appropriate than either the forcing or accommodating approach.
What are some concerns with the compromising approach?
- While this approach has considerable practical appeal to managers, its indiscriminate use is counterproductive. If subordinates are continually told to "split the difference," they may conclude that their managers are more interested in resolving disputes than solving problems. - This creates a climate of expediency that encourages game playing, such as asking for twice as much as you need.
What are the 5 Core Dimensions of Empowerment?
1. Self-efficacy: personal competence to accomplish a specific task 2. Self-determination: having a personal choice (not forced) 3. Personal consequence: you can make an impact on your environment (internal locus of control) 4. Meaning: the activity has personal value 5. Trust: will be treated fairly and equitably
people's responses to interpersonal confrontations tend to fall into five categories, what are they?
1. forcing 2. accommodating 3. avoiding 4. compromising 5. collaborating
Thus far, we have determined that: (1) ___________________ conflict in organizations is inevitable (2) conflict that focuses on _________ or ________ (rather than on personality differences) can actually enhance decision making (3) despite the intellectual acceptance of the value of conflict, there is a widespread tendency to __________ it (4) the key to increasing one's comfort level with conflict is to become proficient in _____________ __________.
1. interpersonal 2. facts or issues 3. avoid 4. particular skills
Describe steps in Mediator-Problem Identification:
A. Acknowledge That a Conflict Exists and Propose a Problem-Solving Approach for Resolving It: When a mediator is called in, it means the disputants have failed as problem solvers. Therefore, the first step for an effective mediator is to establish a problem-solving framework. To do this, the mediator must first take seriously the problems between conflicting parties, and not belittle them. B. One early decision a mediator has to make is whether to convene a joint problem-solving session or meet separately with the parties first. The diagnostic criteria shown in Table 7.7 should help you weigh the trade-offs. C. While Seeking Out the Perspective of Both Parties, Maintain a Neutral Posture Regarding the Disputants—If Not the Issues D. Serve as a Facilitator, Not as a Judge When parties must work closely together and have a history of chronic interpersonal problems, it is often more important to teach problem-solving skills than to resolve a specific dispute. This is done best when the mediator adopts the posture of facilitator. E. D. Manage the Discussion to Ensure Fairness—Keep the Discussion Issue Oriented, Not Personality Oriented: It is important that the mediator maintain a problem-solving atmosphere throughout the discussion. This is not to say that strong emotional statements don't have their place. People often associate effective problem solving with a calm, highly rational discussion of the issues.
Describe steps that help with Initiator-Problem Identification:
A. Maintain Personal Ownership of the Problem-important to recognize that when you are upset and frustrated, this is your problem, not the other person's. B. Succinctly Describe Your Problem in Terms of Behaviors, Consequences, and Feeling- A useful model for remembering how to state your problem effectively has been prescribed by Gordon (2000): "I have a problem. When you do X, Y results, and I feel Z." C. Avoid Drawing Evaluative Conclusions and Attributing Motives to the Respondent: When exchanges between two disputing parties become vengeful, each side often has a different perspective about the justification of the other's actions. Typically, each party believes that he or she is the victim of the other's aggression. D. Persist Until Understood: There are times when the respondent will not clearly receive or acknowledge even the most effectively expressed message. E. Encourage Two-Way Discussion: You can establish a better problem-solving climate by inviting the respondent to express opinions and ask questions. There may be a reasonable explanation for another's disturbing behavior. Or the person may have a radically different view of the problem. The sooner this information is introduced into the conversation, the more likely you can resolve the issue. F. Manage the Agenda: Approach Multiple or Complex Problems Incrementally: One way to shorten your opening statement is to approach complex problems incrementally. Rather than raising a series of issues all at once, focus initially on a simple or rudimentary problem. Then, as you gain greater appreciation for the other party's perspective and share some problem-solving success, you can discuss more challenging issues.
Trying to reach a compromise is most appropriate when?
- When the issues are complex and moderately important, there are no simple solutions, and both parties have a strong interest in different facets of the problem. - The other essential situational requirement is adequate time for negotiation. - Experience has shown that negotiations work best between parties with equal power who are committed to maintaining a good long-term relationship.
The collaborative approach to problem solving and conflict resolution works best what kinds of environments?
in an environment supporting openness, directness, and equality.
______________ ________________: breakdowns in organizational communication. Conflicts based on the resulting misunderstandings tend to be common but easy to resolve.
informational deficiencies
Confrontations typically involve at least two actors: an ____________ and a ___________.
initiator and a responder
______________ ______________: negotiation tactic in which the focus is on collaborative ways of "expanding the pie" by avoiding fixed, incompatible positions.
integrative perspective
What are three essential conflict-related skills that a large body of research has identified as being essential for managers?
1. Managers must be able to accurately diagnose the types of conflict, including their causes. For example, managers need to understand how cultural differences and other forms of demographic diversity can spark conflicts in organizations. 2. After having identified the sources of conflict, managers must be able to select an appropriate conflict management strategy. 3. Skillful managers must develop the skills to resolve interpersonal disputes effectively while maintaining working relationships between disputants. We now turn our attention to these three broad management proficiencies.
We can draw two conclusions from the research on the use of different conflict management approaches- what are they and what do they mean?
1. No one approach is most effective for managing every type of conflict. 2. Managers are more effective in dealing with conflicts if they feel comfortable using a variety of approaches - These conclusions point out the need to understand the conditions under which each conflict management technique is most effective.
What are 7 advantages related to empowered engagement?
1. Time - increases manager's discretionary time 2. Development - improves knowledge and capability of subs 3. Trust - demonstrates trust in subs 4. Commitment - enhances sub commitment 5. Information - improves decision making 6. Efficiency - things get done more quickly 7. Coordination - fosters subs working together
What is the behavioral guideline for storming in a team?
1. Use your Conflict Management skills: Initiator, Responder & Mediator roles
________% use employee work groups.
91
Describe steps for Responder-Problem Identification:
A. Establish a Climate for Joint Problem Solving by Showing Genuine Interest and Concern: When a person complains to you, do not treat that complaint lightly. While this may seem self-evident, managers often make the mistake of trying to quickly brush a concern under the rug because they are so busy with other demands. B. Seek Additional, Clarifying Information About the Problem by Asking Questions C. Agree with Some Aspect of the Complaint: This is an important point that is difficult for some people to accept because they wonder how it is possible to agree with something they don't believe is true. They may also be worried about reinforcing complaining behavior. In practice, this step is probably the best test of whether a responder is committed to using the collaborative approach to conflict management rather than the avoiding, forcing, or accommodating approach.
Describe steps in Mediator-Solution Generation:
A. Explore Options by Focusing on Interests, Not Positions: As noted earlier in this section, positions are demands, whereas interests are the underlying needs, values, goals, or concerns behind the demands. Focusing only on positions may cause disputants to feel that they have irreconcilable differences. Mediators can help by examining the interests behind the positions. B.Make Sure All Parties Fully Understand and Support the Solution Agreed Upon, and Establish Follow-Up Procedures: The last two phases of the problem-solving process are (1) agreement on an action plan and (2) follow-up. We will discuss these within the context of the mediator's role, but they are equally relevant to the other roles.
Describe steps for Initiator-Solution Generation:
A. Focus on Commonalities as the Basis for Requesting a Change: Once both parties clearly understand the problem, the discussion should shift to the solution-generation phase. Most disputants share at least some personal and organizational goals, believe in many of the same fundamental principles of management, and operate under similar constraints.
High Performing Teams, can be described as having a superior what?
Have a Superior Interpersonal Process: - Listening to others. - Supporting their efforts to do well. - Differing with others when necessary in a manner that is constructive rather than defensive. - Participating equally in group discussion.
______________ ______________: a reaction to conflict that attempts to find satisfaction for both parties by "splitting the difference." If overused, it sends the message that settling disputes is more important than solving problems.
compromising response
