1、ManagingConflictsofInterest,Definition - Conflict,a process which begins when one party perceives that the other is frustrated, or is about to frustrate, some concern of his (or her). Thomas, 1976 in B&H p634,Exercise,Clients who is affected? Actors who are the leading players (individuals, groups a

2、nd institutions) Transformations (what is the content and process? What is the ground that is being fought over?) World-view what is the wider perspective Organisation what are the organisational and coordinative implications Environment what are the characteristics of the environment in which this

3、is played?,What are the conflicts & interests? How are they manifested (feelings & behaviour)? How would the conflicts normally be resolved? How do you think the participants perceive the resolutions in terms of degree of satisfaction ?,Review an apparent source of conflict of interest in your organ

4、isation,Organisational policy and practice on conflict management,What would be the content and coverage of an organisational policy on conflict management? What policy areas? What norms and expectations in terms of behaviour?,Factors influencing the manner of resolution,Organisational climate & cul

5、ture Habituation, custom & practice, status quo Personal or political interests Presence or absence of systems, policies & procedures for managing conflict Individual skill in conflict handling Willingness to compromise,Attitudes towards conflict,A way of life War (alls fair in love & .) Attrition C

6、oup de grace Competition (well see who gets there first) Avoidance (leave well alone) Accommodation (no, after you) Compromise (split the difference) Collaboration (lets work this out together) B&H pp 564-656,Conflict and interpersonal communication,Raw, coercive, physical power Conflict as a mediat

7、ed process of social interaction Individual processes (aggressive and polite communication, conflict handling, competence) Ways of thinking about it (roles & identities, institutional pressures, cultural and organisational constraints, ethical boundaries) Interactive processes (formal negotiations,

8、cultural & communication processes in international business, negotiation in crises, office resentments and clashes) Anne Mayden Nicoreta et al 1995,Sources of conflict,Organisational hierarchy Competition for scarce resources Self-image & stereotypical views of others Differing goals & objectives F

9、ailures & resultant blame fixing Poor coordination of activities,Player attitudes,I win you lose (aggressive) I lose you win (passive) I lose you lose (total war) I win you win (assertive),Stoking the fires,Doing things by the book Poor or dysfunctional communication Picking flights Sabotage & spoil

10、ing tactics Disregarding alienation & isolation Public (ritual) humiliation Highlighting faults & failures of others Over time distorted perceptions & raw, exaggerated emotions. Rational action unlikely.,Conflict resolution - definition,. A process that has as its objective the ending of conflict be

11、tween disagreeing parties. B&H pp 653,How can we resolve the damaging effects of:,Avoidance & festering sores Accommodation & resentment on giving ground The dilemma of competition creativity, energy * then losers at the tape War attrition, diversion of resources, defend/attack, subjugation to the v

12、ictor. Sub-optimisation arising from compromise. Negotiation & bargaining power, a temporary, expedient deal.,Unitary and pluralistic frames of reference,Unitary One set of values, beliefs, commitments Shared understanding & commitment to objectives One source of leadership Team members - All pullin

13、g in the same direction Potential for harmony is assumed provided leader communicates well Disagreements the result of misunderstanding Dissidents the rabble hypothesis,Alan Fox Research Paper to the Donovan Commission 1968,Unitary and pluralistic frames of reference,Pluralistic Multiple values, bel

14、iefs, commitments and objectives Diverse perceptions and understandings Competing sources of leadership and loyalty Individuals & members of separate groups Pulling in different directions all in same boat but Potential for disagreement + conflict is inherent. Natural distrust in management authorit

15、y Right to challenge decisions and share power Representative participation dissidents,Beyond Contract (Fox 1974) agreements are best we can get at the moment.,Conflict management techniques,Conflict resolving techniques in a unitary framework? in a pluralistic setting? Management by confrontation s

16、timulating conflict Bargaining Distributive bargaining Negotiations. Fixed sum is divided up. Win-lose Integrative bargaining Problem-solving negotiation - seek to increase the total cake. Create win-win situation both parties Intra-organisational Bargaining,Robbins 1996 (in B&H p 653),Formal confli

17、cts,Organisational machinery to receive & process disputes within unitary and pluralistic settings? Traditionally represents owners of capital & labour Positive and negative role for company and employee? Pendulum shifting power (employment law/labour market dynamics).,What machinery?,Procedures for

18、 Negotiation Individual grievance Collective disputes Disciplinary matters Redundancy Banging heads together (power intervention) Problem-solving huddles mediation Psychotherapy Take it to committee Quality review panels Third-party intervention & arbitration Resort to litigation,Employer-Employee R

19、elationships,Move from traditional industrial relations towards a new employee relations style with new style agreements Flexibility Employee involvement TQM Team working & empowerment Ed Rose (in Mabey & Salaman pp 266) From pluralism & distribution with high bargaining leverage To unitary, integra

20、tive bargaining, trust and/or low bargaining power.,Diversity & equality of opportunity,Statement on diversity .accept that the workforce consists of a diverse population of people. The diversity consists of visible & non-visible differences including gender, ethnicity, disability, work style, personal