CM4203 Week 2 Lecture 2 PDF

CM4203 Wk. 02 Lec.02 Conflict: When someone perceives that someone else has negatively affected, or is about to negatively affect, something that the first person cares about. Can cost time, energy + talent. Workplace variables that can cause conflict: Personality Personal + Professiona...

CM4203 Wk. 02 Lec.02 Conflict: When someone perceives that someone else has negatively affected, or is about to negatively affect, something that the first person cares about. Can cost time, energy + talent. Workplace variables that can cause conflict: Personality Personal + Professional Relationships Cultural Differences Working Environments / Change Demands of the Workplace / Poorly Defined Responsibilities Competition / Limited Resources / Human Drive for Success Clash of Values, Goals and Priorities To handle it better, we can identify patterns and triggers like demands, cumulative annoyances and rejection and by learning to respond mindfully rather than reflexively. Factors affecting conflict styles include self-concept, gender, expectations, situation, power, practice, communication skills and life experience. Conflict Modes (Thomas-Kilmann): Avoider: Giving up on the goal and the relationship Competitor: Lots on emphasis on goal, none on relationship Compromiser Accommodator: Lots of emphasis on relationships, none on goal Collaborator: Values goal and relationship, finds a win-win solution Benefits of Dealing with Conflict: Stronger Relationships Increased Self-Respect Personal Growth and Development Improved efficiency and effectiveness Stages in the Conflict Process: Conflict Situation Awareness of the Situation (Realisation) Manifestation Resolution/Suppression/Conflict After Effects Conflict Management: Separate people from problem Focus on interests, not positions Keep your emotions in check, don’t get over emotional  Stress equality and similarities Express interest in the other person’s position Never humiliate Conflict Resolution: Find the source of the conflict and start there Recognise and accept the feelings of others Know when to cut your losses Devise options for mutual gain Tosi, Rizzo, and Carroll (1986): Managing Conflict: Establish Goals Reduce Vagueness Improve Policies, Procedures and Rules Alter Communications Change the Reward System Move Staff Response Styles in Conflict: 1. Addresser 2. Concealer 3. Attacker References: Notes based on CM4203 Lecture Slides and Connect Master: The Basic Course in Communication readings associated with them.