MBA work 8
Attached documents
Discussion1_Leadership: 1 page references in APA format:
Using an Internet search engine, search for strategic alliance and identify three recently formed alliances. Be sure not to share the same alliances shared by your classmates. For each alliance, identify whether the companies other products are generally competitors or complementary. What are the goals of each alliance? What brought them together? Discuss how you think a strategic alliance is or is not an effective way for these organizations to meet their goals.
Discussion2_org change: 1 page references in APA format:
Although all departments of an organization should work toward a common goal, there are often conflicting objectives. For example, finance wants to keep costs down, whereas the design team wants to add an extra feature to the product.
Share an example of an inherent conflict within your organization (or a hypothetical or past example if you are not currently working). Describe the activities and the nature of the conflict. What systems and processes does your organization use to manage inherent conflicts?
Mini assignment org change: 2 pages
Write a 1- to 2-page reflection about your conflict management skills. Understanding Conflict
Introduction
Conflict can take many shapes in the workplace. It can occur between people representing different organizational units, it can occur between organizational levels such as labor and management, and it can occur between people who work together. Conflict is a dynamic process that is precipitated, developed, and governed by the joint communication strategies of the parties involved.
The ability to recognize, engage in, and manage conflict is an important skill for everyone but especially for those who aspire to succeed in organizations. It has been estimated that managers spend 20 percent of their time managing conflict. It is not overstating the case to say that conflict is one of the most troublesome communication activities in organizations.
This lecture will examine the fundamentals of conflict, common misconceptions, the positive and negative effects of conflict, the most common types of conflict, conflict styles and strategies and the clear message format.
Understanding Conflict
Conflict can be defined as a disagreement between people on:
Substantive issues regarding goals and tasks, allocation of resources, distribution of rewards, policies and procedures, and job assignments.
Emotional issues arising from feelings of anger, distrust, dislike, fear, and resentment, as well as personality clashes.
To manage conflict effectively you need to understand the following things. . .
Its Function
Whenever incompatible activities or ideas occur, conflict occurs. Any two people who have a disagreement usually have some level of emotional attachment to their own point of view. As a result, conflict breeds increased interaction and involvement. If managed appropriately, conflict can stimulate creativity and new ways of thinking. Conflict also can help build group cohesiveness by providing an outlet for hostility. It may be said that the group, or couple, that fights together stays together.
The Norms
Any time two or more people work together, there will be conflict. Minor conflicts are usually handled diplomatically. During a more significant disagreement of opinion, diplomacy may evolve or devolve depending on the degree of personal investment in the point of view or outcome desired. When an idea is shared with others, that idea will go through a transition as it’s tested, challenged, and explored by others. This leads to a curious but potentially constructive blend of persuasion, compromise, negotiation, argumentation, flexibility, and firmness of opinion.
The Process
Effective conflict resolution leverages the range of communicative behaviors of all the group members, including those who prefer to avoid conflict, and those who try to control conflict as a driver, “My way or the highway,” as a peacemaker, “I must have
peace at all costs,” as a compromiser, “I’ll give up what I want,” or as a down player, “I’ll handle it later or maybe it will go away.” While these behaviors can have merit depending on the situation, they usually foster simmering forms of conflict that lower morale and allow bigger problems to develop. Conflict is inevitable, yet it can make a positive impact on relationships and teamwork, for managers and supervisors the question becomes, “How can I maximize the benefits of conflict and avoid the consequences of destructive behavior?”
Laying the Groundwork
When faced with conflict, most people feel threatened or invalidated to some degree. In response, they may keep repeating the same stories or opinions, stop listening to others, or refuse to see the facts of a situation. In essence, they become oblivious to
any middle ground and resist working toward a mutually beneficial solution. Some, without realizing it, can’t tell the difference between their wants and needs. They tend to ask for it all and are less interested in finding a rational conclusion.
The following are the potential positive and negative effects of conflict . . .
Positive Effects of Conflict
increased motivation
enhanced problem/solving identification
group cohesiveness
reality adjustment
increased knowledge/skill
enhanced creativity
contribution to goal attainment
incentive for growth
Negative Effects of Conflict
decreased productivity
erosion of trust
coalition formation with polarized positions
secrecy and reduced information flow
morale problems
consumption of mass amounts of time
decision-making paralysis
Obviously, learning to handle conflict effectively is critical. Before immersing yourself in conflict management techniques, five common misconceptions about conflict need to be addressed.
Common Misconceptions about Conflict
1. Conflict, if left alone, will take care of itself.
Typically the longer a conflict is ignored, the more difficult it becomes. It can escalate to higher levels of intensity until it becomes so unbearable that it can no longer be ignored.
2. Confronting an issue or a person is always unpleasant.
Many people would almost rather be shot than have a confrontation. However, confronting conflict does not have to involve a negative exchange. Confronting an issue or person simply means putting the items in question on the table to be addressed. Without this examination, the conflict cannot be successfully resolved. Once the problem(s) have been properly identified and well-defined, it is already half-solved.
Keep in mind: Behavior not confronted will not change. If someone is doing something or behaving in a way that is unacceptable to you, you must bring it to their attention. You must confront the issue. Specific suggestions will be addressed in lesson four of this unit.
3. The presence of conflict in an organization is a sign of a poor manager or leader.
The mere existence of conflict means nothing. How well the manager deals with conflict when it arises and how he/she anticipates potential future problems are the true measures of the strength of his/her leadership skills.
4. Conflict is a sign of low concern for the organization.
People tend to be emotionally involved in things they care about. Therefore, conflict can be a sign of genuine concern. Conflict can help clarify emotions and serves to identity underlying values.
5. Anger is always negative and destructive.
When aired at lower stages of conflict, anger can be cathartic, helping the parties more clearly identify the issues and values involved. At higher levels of conflict, however, explosive anger can have the opposite effect.
Anger itself is neither positive nor negative. How we choose to utilize that anger, however, is vital to our success in managing conflict. How well we control that anger and our overall stress level will dramatically impact our ability to effectively handle conflicts.
Types of Conflict
Categorizing conflicts, their causes and the typical reactions to them can be a complex undertaking. Your text mentions two types of conflict: personality and intergroup.
Understanding conflict, the common misconceptions, and the positive and negative effects of conflict is fundamental to managing it effectively within your organization. Your ability to deal effectively with people, to elicit cooperation even it trying situations is an extremely important skill. Keep in mind that well managed conflict can help promote creativity and high performance!
Now that you have been introduced to conflict, lets turn our attention to conflict management styles.
Conflict Management Styles
Introduction
There are five universally accepted approaches to conflict management. No one approach will work in all situations. It is, therefore, important to develop the ability to use each style in appropriate situations. Some styles will be more comfortable for you than others; they fit your natural style. Your challenge is to master those styles that you find personally difficult.
The Styles
The five commonly recognized ways of handling conflict are avoidance (withdrawal), accommodation (smoothing), compromise, competition (forcing), and collaboration (problem-solving). An individual with knowledge of these styles can select the style most appropriate for a specific conflict. It is also possible, once a style is identified, to better understand the motivations of other during conflict. (see chart below)
1. Avoidance (also called withdrawal). This style involves both unassertive and uncooperative behavior. It is typically a lose-lose style of conflict management. We use this style to stay out of conflicts or remain neutral (which is acceptable as long as the issue isnt important a pick and choose your battles strategy.)
Use this strategy when . . .
someone else can handle the problem quicker and better.
if the issue is relatively unimportant.
if either party needs a cooling off period.
2. Accommodation (or smoothing) is essentially giving up, or allowing others to get their way. This style involves behavior that is unassertive, yet cooperative. One party will give in for the common good.
Use this strategy when . . .
individuals realize-and admit that they’re wrong (which usually “softens” the other party and wins his or her respect).
the issue isnt important enough to be involved in.
the most important thing is to preserve the relationship.
feelings are very much in the forefront and must be considered.
you have little or no power in the situation.
3. Compromise entails that each party gives up part of what they like. Compromise attempts to determine and work with the best available alternatives, balancing assertiveness and cooperation.
Use the compromising style when . . .
the issue is important.
if the relationship would sustain serious damage by a continued conflict.
each party has something to give up.
each party recognizes that there may be a loss of relationship and trust.
4. Competition (or forcing) has one goal: to win. Occasionally, an individual will sacrifice positive relationships because of his or her need to win. This is an assertive (sometimes aggressive) style and mostly uncooperative.
Use the forcing style when . . .
an emergency involving quick action is the issue.
there is no discussion or room for compromise.
the orders are from above and must be implemented.
there is no relationship to preserve.
5. Collaboration (or win-win problem solving) is a desirable conflict management strategy because it involves working together to find a mutually acceptable solution to the problem. Collaboration allows both parties to win, but generally takes more time, isn’t always possible, and may not be practical for trivial issues.
Use the collaborating style when . . .
time is available to work toward a mutual outcome.
there is mutual trust among the parties.
there is a mutual desire to preserve the relationship.
feelings are considered.
Summary
The five styles of conflict management provide a structure for action. We may not be able to avoid conflict. We may not be able to resolve everything the way we would like. While we may find many things beyond our control, we can control our approach and the mindset we take into every situation. Knowledge of these styles can increase your understanding of conflict and provide you with a starting point for conflict resolution.
The Clear Message Format
Introduction
When differences arise among individuals who know how to collaborate, conflict can prove constructive rather than destructive. Teamwork facilitates understanding and leads to a true appreciation of differences, creating a system that values shared decision making and communication.
To ensure that collaboration prevails, leaders can create cultures of caring in which staff feel compelled to make cooperation part of their routine. Effective leaders are also realists, recognizing that even excellent employees make mistakes, become angry, and occasionally get embroiled in interpersonal conflict. Leaders of this caliber actively work to create a collaborative community where it’s safe to express different views.
This section will help you discover how to express your viewpoints assertively by practicing a skill known as The Clear Message Format.
Avoidance, Win-Lose, and Win-Win Conflict Strategies
There are three basic ways to deal with any workplace conflict– avoidance, win-lose and win-win.
Avoidance
Not every conflict is worthy of a full-scale conflict resolution approach. Sometimes it is fine to avoid dealing with the conflict. Avoidance is generally useful when the conflict is minor and will not escalate into something bigger or over an issue that will not significantly impact workplace performance or the achievement of business goals.
There are many situations in every workplace that will annoy people. The very diversity in the way people approach situations, which may be valuable to business, probably means that people will see things in conflicting ways. When it seems like it is “small stuff,” take the off-repeated advice and “don’t sweat the small stuff.”
What business consequence could arise if you ignored the conflict?
Are the business consequences a strong possibility or somewhat likely?
What tactics could be employed to avoid this conflict?
Win/Lose
When it isn’t “small stuff” or the conflict can escalate into something bigger, there are two ways to deal with it: win-lose and win-win. Win-lose implies that one party has power over the other. It may be the power of position or the power of influence.
In most cases, win-lose can put an end to the battle, but perhaps not the war. Conflicts solved through win-lose have a way of coming back to haunt us. If you use your influence to win the battle, you may find yourself in need of support at some time in the future, and you might not get it. Worse yet, suppose that you angered some people in your organization and, conveniently, they arent responsive to your future needs because they are getting back at you. Win-lose strategies often turn into lose-lose.
The benefits to win-lose can be significant, but the unintended consequences could be far more troublesome.
Does one person have influence or position power over the other person?
Win/Win
A win-win solution to conflict implies both understanding and compromise. It has a solid foundation in open communication. In win-win, each party is able to express his/her feelings about the conflict and each is able to offer a possible solution. It is hard to argue when there is no opposition, and a win-win strategy looks for common ground rather than a winning argument. If you are open to hearing the other person’s point of view and willing to compromise on finding a solution, you can usually find a win-win solution.
Win-win implies constructive dialogue, active listening and mutual desire for a satisfactory resolution of the conflict. Weigh the benefits and drawbacks of striving for a win-win solution, and with your reflection and objective analysis, you can shed real light on the situation and the consequences of your actions.
What does each person need to achieve satisfaction?
What, if any, compromises might be considered?
What language will you use to convey the facts and your feelings?
What do you anticipate the response to your suggestions will be?
What will your next steps be if the conflict is not resolved?
The Clear Message Format
What might a win-win conversation look like? The Win-Win approach can be accomplished with a skill known as the Clear Message Format. This is a five part method you can use to communicate assertively in your pursuit of a Win-Win solution.
As youve already seen, an essential ingredient in building a supportive climate is to avoid attacking othersto preserve their face. At the same time, you need to share your legitimate concerns when problems arise in a relationship. The Clear Message Format describes a method for speaking your mind in a clear, direct, yet nonthreatening assertive way that expresses your needs, thoughts, and feelings clearly and directly without judging or dictating to others. This skill works for a variety of messages: your hopes, problems, complaints, and appreciations. A complete assertive clear message has five parts: behavior, interpretation, feeling, consequence, and intention.
BEHAVIOR: A behavioral description describes the raw material to which you react. A behavioral description should be objective, describing an event without interpreting it. An example of a behavioral descriptions might look like this:
Example 1 One week ago John promised me that he would ask my permission before smoking in the same room with me. Just a moment ago he lit up a cigarette without asking for my OK.
Notice the statement describes only facts. The observer hasnt attached any meaning.
INTERPRETATION: An interpretation statement describes the meaning youve attached to the other persons behavior. The important thing to realize about interpre- tations is that they are subjective. We can attach more than one interpretation to any behavior. For example,
Interpretation A: Something must be bothering Chris. Its probably her family. Shell probably just feel worse if I keep pestering her.
Interpretation B: Chris is probably mad at me. Its probably because I teased her about losing so often at tennis. Id better leave her alone until she cools off.
After you become aware of the differences between observable behavior and interpretation, some of the reasons for communication difficulties become clear.
For instance, imagine the difference between hearing a friend say You are so cheap! (No behavioral description) versus explaining When you dont offer to pay me back for the coffee and snacks I often buy you, I think you come off as cheap. (Behavior plus interpretation) The first speakers failure to specify behavior would probably confuse the receiver, who has no way of knowing what prompted the speakers remarks. This failure to describe behavior also reduces any chance that the receiver will change the offensive behavior, which, after all, is unknown to that person.
FEELING: Reporting behavior and sharing your interpretations are important, but feeling statements add a new dimension to a message. For example, consider the dif- ference between saying When you laugh at me (behavior), I think you find my comments foolish (interpretation), and I feel embarrassed. versus When you laugh at me, I think you find my comments foolish, and I feel angry. Its important to recognize that some statements seem as if theyre expressing feelings but are actually interpretations or statements of intention. For instance, its not accurate to say I feel like leaving (really an intention) or I feel youre wrong (an interpretation). Statements like these obscure the true expression of feelings.
CONSEQUENCE: A consequence statement explains what happens as a result of the situation youve described so far. There are three types of consequences:
What happens to you, When I didnt get the phone message yesterday (behavior), I didnt know that my doctors appointment was delayed and that I would end up sitting in the office for an hour when I could have been studying or working (consequences). It seems to me that you dont care enough about how busy I am to even write a simple note (interpretation), and thats why Im so mad ( feeling).
What happens to the person youre addressing When you have four or five drinks at a party after Ive warned you to slow down (behavior), you start to act strange: You make crude jokes that offend everybody, and on the way home you drive poorly (consequences). For instance, last night you almost hit a phone pole while you were backing out of the driveway (more behavior). I dont think you realize how differently you act (interpretation), and Im worried (feeling) about what will happen if you dont drink less.
What happens to others You probably dont know because you couldnt hear her cry (interpretation), but when you rehearse your lines for the play without closing the doors (behavior), the baby cant sleep (consequence). Im especially concerned (feeling) about her because shes had a cold lately.
Consequence statements are valuable for two reasons. First, they help you understand more clearly why you are bothered or pleased by anothers behavior. Just as important, telling others about the consequences of their actions can clarify for them the results of their behavior. As with interpretations, we often think that others should be aware of consequences without being told, but the fact is that they often arent. By explicitly stating consequences, you can be sure that you or your message leaves nothing to the listeners imagination. When you are stating consequences, its important simply to describe what happens without moralizing. For instance, its one thing to say, When you didnt call to say youd be late, I stayed up worrying, and another to rant on, How can I ever trust you? Youre going to drive me crazy! Remember that its perfectly legitimate to express your thoughts and feelings, but its important to label them as such. And when you want to request change from someone, you can use intention statements, which well now describe.
INTENTION: Intention statements are the final element of the assertive message format. They can communicate three kinds of messages:
Where you stand on an issue When you call us girls after Ive told you we want to be called women (behavior), I get the idea you dont appreciate how important the difference is to us (interpretation) and how demeaning it feels (feeling). Now Im in an awkward spot: Either I have to keep bringing the subject up, or else drop it and feel bad (consequence). I want you to know how much this bothers me (intention).
Requests of others When I didnt hear from you last night (behavior), I thought you were mad at me (interpretation). Ive been thinking about it ever since (consequence), and Im still worried (feeling). Id like to know whether you are angry (intention).
Descriptions of how you plan to act in the future Ive asked you to repay the twenty-five dollars I lent you three times now (behavior). Im getting the idea that youve been avoiding me (interpretation), and Im pretty angry about it (feeling). I want you to know that unless we clear this up now, you shouldnt expect me ever to lend you anything again (intention). As in the preceding cases, we are often motivated by one single intention. Sometimes, however, we act from a combination of intentions, which may even be in conflict with each other. When this happens, our conflicting intentions often make it difficult for us to reach decisions: I want to be truthful with you, but I dont want to violate my friends privacy. I want to continue to enjoy your friendship and company, but I dont want to get too attached right now. I want to have time to study and get good grades, but I also want to have a job with some money coming in.
It isnt always possible to deliver messages such as the ones here all at one time, wrapped up in neat paragraphs. It will often be necessary to repeat or restate one part before the other person understands what youre saying. As youve already read, there are many types of psychological and physical noise that make it difficult for us to understand each other. In communication, as in many other activities, patience and persistence are essential.
Activity
Instructions:
Email your responses to me.
Clear Message Format Practice
Use the clear message format template below to write assertive messages for these situations. Include the specific behavior you may have noticed, one or two possible interpretations, state how this might have made you feel, the consequences for you, for others, and/or for the other person, and your intentions (what your plans would be if their behavior continues).
1. Your boss yells at you in front of a customer.
Behavior
Interpretation(s)
Feeling
Consequence(s)
Intention
2. It appears nobody listens to you when you speak up during a meeting.
Behavior
Interpretation(s)
Feeling
Consequence(s)
Intention
3. Write your own assertive message to (possibly) deliver to someone in your organization. Include a brief synopsis of background information and your analysis of the problem.
Behavior
Interpretation(s)
Feeling
Consequence(s)
Intention
Summary
Conflict is normal and an integral part of the way we make progress. When used properly, you will be amazed at what can be accomplished. Don’t worry if you are nervous and things seem unsettling during the process. If you are committed to finding the right outcome, your courage, confidence, and competency will grow. The Clear Message Format can help you achieve this in an assertive manner.
Conflict Management Strategies
Introduction
Many people are afraid of conflict resolution. Even in the best circumstances, conflict is uncomfortable because people are usually unskilled at conflict resolution. People can get hurt in a conflict and at work; they are still expected to work together effectively every day.
Effectively managed conflict has many positive results for your organization. When people can disagree with each other and lobby for different ideas, your organization is healthier. Disagreements often result in a more thorough study of options and better decisions and direction.
So, knowing how to raise issues and participate in meaningful work conflict is key to your success in work and in life. The tips in this lesson will help.
Learning Objectives
By the end of this lesson, you should be able to . . .
apply various conflict management strategies in the workplace.
Tips for Effective Conflict Management
Create a work environment in which healthy conflict is encouraged by setting clear expectations.
Foster an organizational culture or environment in which differences of opinion are encouraged. Make differences the expectation and healthy debate about issues and ideas the norm. Placing emphasis on the common goals people share within your organization can help. People have a tendency to focus on the differences experienced with another rather than focusing on the beliefs and goals they have in common with each other.
If organizational goals are aligned and all employees are moving in the same direction, healthy work conflict about how to get there is respected. If you are a manager or team leader, do this by asking others to express their opinion before you speak your own. Tell people that you want them to speak up when they disagree or have an opinion that is different from others in the group.
Reward, recognize, and thank people who are willing to take a stand and support their position.
You can publicly thank people who are willing to disagree with the direction of a group. Your recognition system, bonus system, pay and benefits package, and performance management process should all reward the employees who practice personal organizational courage and pursue appropriate work conflict.
These employees speak up to disagree or propose a different approach even in the face of pressure from the group to agree. They lobby passionately for their cause or belief, yet, when all the debating is over, they support the decisions made by the team just as passionately.
If you experience little dissention in your group, examine your own actions.
If you believe you want different opinions expressed and want to avoid “groupthink,” and you experience little disagreement from staff, examine your own actions. Do you, non-verbally or verbally, send the message that it is really not okay to disagree? Do you put employees in a “hot seat” when they express an opinion? Do they get “in trouble” if they are wrong or a predicted solution fails to work?
Look inside yourself personally, and even seek feedback from a trusted advisor or staff member, if the behavior of your team tells you that you are inadvertently sending the wrong message.
Expect people to support their opinions and recommendations with data and facts.
Divergent opinions are encouraged, but the opinions are arrived at through the study of data and facts. Staff members are encouraged to collect data that will illuminate the process or problem.
Create a group norm that conflict around ideas and direction is expected and that personal attacks are not tolerated.
Any group that comes together regularly to lead an organization or department, solve a problem, or to improve or create a process would benefit from group norms. These are the relationship guidelines or rules group members agree to follow. They often include the expectation that all members will speak honestly, that all opinions are equal, and that each person will participate. These guidelines also set up the expectation that personal attacks are not tolerated whereas healthy debate about ideas and options is encouraged.
Provide employees with training in healthy conflict and problem solving skills.
Sometimes people fail to stand up for their beliefs because they don’t know how to do so comfortably.
Your staff will benefit from education and training in interpersonal communication, problem solving, conflict resolution, and particularly, non-defensive communication. Goal setting, meeting management, and leadership will also help employees exercise their freedom of speech.
Look for signs that a conflict about a solution or direction is getting out of hand.
Exercise your best observation skills and notice whether tension is becoming unhealthy. Listen for criticism of fellow staff members, an increase in the number and severity of “digs” or putdowns, and negative comments about the solution or process. Are secret meetings increasing?
If you observe the tension and conflict is endangering your workplace harmony, hold a conflict resolution meeting with the combatants immediately. Yes, you do need to mediate. It’s okay to have positive conflict but not to allow negative conflict to destroy your work environment.
Make executive compensation dependent upon the success of the organization as a whole as well as the accomplishment of individual goals.
Pay executives part of their compensation based on the success of the total organization. This ensures that people are committed to the same goals and direction. They will look for the best approach, the best idea, and the best solution, not just the one that will benefit their own area of interest. This will also ensure that the people in their organizations spend their time problem solving and solution seeking rather than finger pointing, blaming, and looking to see who is guilty when a problem occurs or a commitment is missed.
If you are using all of the above tips, and healthy work conflict is not occurring …
You need to sit down with the people who report to you directly and with their direct reporting staff and ask them why. Some positive, problem solving discussion might allow your group to identify and rectify any problem that stands in the way of open, healthy, positive, constructive work conflict and debate. The future success of your organization depends upon your staff’s willingness to participate in healthy work conflict, so this discussion is worth your time.
Reading
Online Article:
Take Your Feet Out Of Your Mouth: Avoiding The Most Common Managerial Communication Pitfalls: by Andrew Edelman from
Business Credit
; Sep2006, Vol. 108 Issue 8,
