Student

pages

 

The
Ballard Team, Mgt/331 UOP Washington Campus:

 

 

 

 

 

 

 

n
Create effective atmosphere

n
Clarify perceptions

n
Focus on individual and shared
needs

n
Build shared positive power

n
Look to the future/Learn from
the past

n
Generate options

n
Develop doable�s/Stepping
stones to action

n
Make mutual benefits
agreements

 

 

 

 

 

 

 

 

Gulbranson, Jeanne E. (1998, May/June). The Ground Rules
of Conflict Resolution. Industrial Management,� 40(3), 4.

 

Student

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Conflict Resolution

What is a Doable?

Conflict Management Styles

�

�

Conclusion

Works Cited

Rachel Enfield, Haddis Tadesse, Theresa Proctor

 

Introduction

Conflict Defined

Conflict Resolution

Steps to Conflict Resolution

n    It stands a good chance of being accomplished

n    It does not favor one party at the expense of other parties

n    It usually requires the participation of all parties

n    It meets one or more shared needs

n    It meets one or more individual needs that are not
incompatible with another party�s individual needs.

n    It uses the positive power, in which the partners need each
other to make the process work.

n    It helps build trust, momentum, and confidence in working
together.

n   
It adds another
stepping-stone along the pathway to improving the overall relationship and
reaching mutual-benefit outcomes of particular conflicts within the
relationship.

n   Collaboration and problem solving

n   Avoidance

n   Authoritative command

n   Accommodation

n   Compromise

n   When dealing with conflict, remember:

Weeks,
Dudley. (1994) The Essential Steps to Conflict Resolution. New York:
Penguin Putnam Inc.

Levine,
Stewart. (1998) Getting to Resolution. San Francisco: Berrett-Koehler
Publishers Inc.

Schermerhorn,
J. R. & Hunt, J. G. & Osborne, R. N. (1997). Organizational
Behavior. New York: John Wiley and Sons, Inc.

�  When
parties disagree over substantive issues or when emotional antagonisms create
friction between them.

�  Expressed
disagreement between individuals or groups in an organization.

�  When
obstacles prevent an individual or group from reaching their goals.

�  When the
obstacles or reasons for conflict are removed.

�   Recognition that something needs attention and using information
to correct it

�   Used when time and cost permits and both parties are
willing to contribute

�   Pretending that the conflict doesn�t really exist

�   Used when issues are trivial or lower priority

�   Uses formal authority to end conflict

�   Used when time is of issue or unpopular actions need to be
taken

�   Plays down differences and finds area for agreement

�   Used when others issues are more important

�   Each party gives something up

�   Used for temporary solutions or if time is of issue

�  Patience

�  Inquiry

�  Learning

�  Perspective