Week8Week8QWhyislearningaboutconflictmanagementrelevant?ATohelpdevelopandfacilitateleadership,teambuilding,performancemanagement,andconflictmanagementskillsinanITenvironmentQRequiredreading:Darling,J.,&Walker,W.(2001).Effectiveconflictmanagement.LeadershipandOrganizationDevelopmentJournal,22

(5),230-242.RetrievedFebruary10,2006from:

/dwalz/Classes/S2003PhD/Articles%5CMISQ%20Barki%202001.pdf

Recommendedreading:Cadle&Yeates,

2004,Ch23.Requiredreading:NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStressNatureofConflict4NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStress44NatureofConflict4Conflictisaformofrelatingorinteractingwherewefindourselves(eitherasindividualsorgroups)undersomesortofperceivedthreattoourpersonalorcollectivegoals.Thesegoalsareusuallytodowithourinterpersonalwants.Theseperceivedthreatsmaybeeitherrealorimagined(Condliffe,1991,p3).ConflictConflictisaformofrelatingSourcesofConflict(Bisno)ProjectSourcesofConflict(Thamhain&Wilemon)SourcesofConflictProjectSoSourcesofConflict(Bisno)BiosocialPersonalityandinteractionalStructuralCulturalandideologicalConvergenceSourcesofConflictBisno’sSourcesofConflict

(Condliffe,1991,p6)Bisno’sSourcesofConflict

(CSourcesofConflict(Bisno)BiosocialPersonalityandinteractionalStructuralCulturalandideologicalConvergenceSourcesofConflictSourcesofConflict(Bisno)BiosocialPersonalityandinteractionalStructuralCulturalandideologicalConvergenceProjectSourcesofConflict(Thamhain&Wilemon)ProjectschedulesProjectprioritiesWorkforceSourcesofConflictProjectSo

(Nicholas,2001,p519)

(Nicholas,2001,p519)

(Nicholas,2001,p519)

(Nicholas,2001,p519)ComponentsofConflictComponentsofConflictValues:ideasandfeelingsaboutrightandwrong(difficulttoresolve)ComponentsofConflictValues:ideasandfeelingsaboInterests:thingsthatmotivateeg.managersandworkershavedifferentinterestsComponentsofConflictInterests:thingsthatmotivatEmotional:feelingsthataccompanyhumaninteractionseg.anger,fear,reject,andlossComponentsofConflictEmotional:feelingsthataccomEmotional:feelingsthataccompanyhumaninteractionseg.anger,fear,reject,andlossInterests:thingsthatmotivateeg.managersandworkershavedifferentinterestsValues:ideasandfeelingsaboutrightandwrong(difficulttoresolve)ComponentsofConflictWhenyouhavetodealwithconflicttackletheemotionalissuesfirst

thenaddressvaluesandinterestsEmotional:feelingsthataccomConsequencesofconflictConsequencesofconflictGoodConsequencesofConflictGoodConsequencesofConflictincreasedcreativityincreasedcreativityItforcespeopletoclarifytheirviewsItforcespeopletoclarifythItcanproduceconstructivesocialchangeItcanproduceconstructivesoItgivespeopletheopportunitytotesttheircapacitiesItgivespeopletheopportunitdevelopmentofgroupandorganizationcohesiondevelopmentofgroupandorganBadConsequencesofConflictBadConsequencesofConflictViolenceViolencebreakdownofrelationshipsbreakdownofrelationshipspolarizationofviewsintostaticpositionspolarizationofviewsintostaAbreakdownofcollaborativeventuresAbreakdownofcollaborativevdestructionofcommunicationdestructionofcommunicationGroupthinkGroupthinkGroupthinkisatendencyforstrongconformitypressureswithingroupstoleadtothebreakdownofcriticalthinkingandencourageprematureacceptanceofquestionabledecisionsGroupthinkGroupthinkisatendencyforsLackofconflictisasignofoverconformity.LackofconflictisasignofItisunhealthywhenthereisnoconflictItisunhealthywhenthereisYouneeddiversityofopinionYouneeddiversityofopinion項目管理培訓第八周ManagingProjectConflictNXPowerLite課件ConsequencesofconflictConsequencesofconflict33NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStress33NatureofConflictConflictHandlingStylesAvoidingCompromiseCompetitionAccommodationCollaborationConflictHandlingStylesWhichconflicthandlingstylewillyouuse?WhichconflicthandlingstyleWhichconflicthandlingstylewillyouuse?ProjectManagersmayhaveapreferredstyleformanagingconflictWhichconflicthandlingstyleWhichconflicthandlingstylewillyouuse?ProjectManagersmayhaveapreferredstyleformanagingconflictYoushouldusedifferentstylesdependingontheproblem–andgettherebyusingyourabilitytoreadsituationWhichconflicthandlingstyleavoidingaccommodationcompetitioncompromisecollaborationavoidingaccommodationcompetitiCharacteristicsignoringconflictsandhopingthey’llgoawayputtingproblemsunderconsiderationoronholduseofsecrecytoavoidconfrontationappealtobureaucraticrulesAvoidingWhentouseTrivial,small/unimportantissuenoperceivedchanceofresolutionToallowacooldownperiodToallowotherstoresolvethesituationCharacteristicsAvoidingWhentoCharacteristicsnegotiationlookingfordealsandtrade-offsfindingsatisfactoryoracceptablesolutionsWhentousegoalsareimportant,butnotwortheffortopponentswithequalpowerarecommittedtomutuallyexclusivegoalsachievetemporarysettlementstoissuesarriveatsolutionsundertimepressureback-uptocollaborationorcompetitionCompromiseCharacteristicsWhentouseCompCharacteristicscreatewin-losesituationsuseofpowerplaysforcingsubmissionWhentousequick,decisiveactionisvital,veryimportantunpopularactionseg.costcuttingissuesarevitaltocompanywelfareagainstpeoplewhotakeadvantageofnon-competitivebehaviorCompetitionCharacteristicsWhentouseCompCharacteristicsgivingwaysubmissionandfulfillmentWhentousefindyouarewrongissuesmoreimportanttoothersthanyourselfmaintaincooperationbuildsocialcreditsforlateronminimizelossharmonyandstabilityareimportantallowteammemberstolearnfromtheirmistakesAccommodationCharacteristicsWhentouseAccoCharacteristicsproblem-solvingcarriagetackledifferencessharingideasandinformationseeingproblemsandconflictsaschallengesWhentousefindanintegrativesolutionwhenbothsetsofconcernsareimportantobjectiveistolearnCollaborationCharacteristicsWhentouseColl2MethodsforResolvingConflictinateamRoleClarificationTechnique(RAT)IntergroupConflictResolution2MethodsforResolvingConfliRoleClarificationTechnique(RAT)Thisisasystematicprocedurewhichinvolvesallteammembersunderstandingtherequirementsoftheirofownandeveryoneelse'sposition,dutiesandexpectationsYou’llneedtoclarifyrolesforteamandindividuals;forexampleviaquestionnaires(orforprojectteams-RAMmatrices!)RoleClarificationTechnique(IntergroupConflictResolutionEachgroupshouldpreparelistofwhattheywouldliketheothergroupstostartdoing,stopdoing,andcontinuetodo.Thislistnarrowshescopeofthedisputeandmakesiteasiertoworkonthecoreproblems.IntergroupConflictResolution22NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStress22NatureofConflictWhatisaGrievance?WhatisaGrievance?Agrievanceisanybehaviouroractionofanothermemberormembersofateam,whichhasorislikelytohaveanunreasonablenegativeimpactontheabilityofateammembertoundertaketheirdutiesAgrievanceisanybehaviouroMostgrievancesareneverraisedwithmanagementWhy?MostgrievancesareneverraisLackoftrustOurcomplaintsaretrivializedNoactiongetstaken!TheyonlytakedefensiveactionLackoftrustOurcomplaintsarWhatyoushoulddo?Whatyoushoulddo?ListenDiscussPlanListen11NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStress11NatureofConflictStressStressWhatisStress?Apatternofemotionalstatesandphysiologicalreactionsoccurringinsituationswhereindividualsperceivethreatstotheirimportantgoalsthattheyfeelunabletomeet(Greenberg&Baron,1993,p257).WhatisStress?項目管理培訓第八周ManagingProjectConflictNXPowerLite課件EffectsofStressPhysicalillnessLackofsleepReductionintaskperformancePoorqualitydecisionmakingEffectsofStressCausesofStressinProjectsLonghoursTightschedulesTransientworkforceHighrisksWorkoverloadRoleuncertaintySocialrelationsCausesofStressinProjectsLoAStressSurveyHowmanyoftheseforyouinthelastyear?AStressSurveyHowmanyofthe

(Greenberg&Baron,1993,p238)

(Greenberg&Baron,1993,p23StressManagement1.OrganizationalLevel2.IndividualLevelStressManagement1.OrganizatiStressManagementattheOrganizationalLevelsettingreasonableworkplansandschedulesdelegatingresponsibilityandincreasingindependenceclarifyingresponsibilities,authority,andperformancecriteriaclarifyinggoals,procedures,anddecisioncriteriagivingconsiderationandsupportinleadershipStressManagementattheOrganStressManagementfortheIndividualstressmanagementprogramrelaxationtrainingdiversionsfromwork-relatedproblemsStressManagementfortheIndiReviewConflictistheoppositionofpeopleorforcesthatdevelopsintoanaggressivestateoraction.SourcesofITprojectconflictincludes;schedules,prioritiesandworkforceissues.Conflictcanbegoodandbad.Conflicthandlingstylesinclude;avoiding,compromise,competition,accommo