Managing Organizational Conflict

by Sam Blank

Overview

Conflict in business and personal relationships is inevitable--much of the success of companies depends on how well they respond to it. Developing rapport, collaboration and cooperation hinges on positive conflict management strategies that stimulate innovation and growth where companies can look for solutions to common issues and needs. Conflict management can address dysfunctional outcomes that result in job stress, less effective communication and a climate of distrust, where working relationships are damaged and job performance reduced. Organizations must minimize and resolve internal and external conflicts to remain vibrant and profitable. Drawing on examples from a wide range of corporate experiences, this volume provides role-playing scenarios, checklists, tables and research studies to help employees, managers and owners better comprehend the dynamics of conflict in every interaction.

Product Details

ISBN-13:	9781476678924
Publisher:	McFarland & Company, Incorporated Publishers
Publication date:	01/14/2020
Pages:	232
Product dimensions:	6.00(w) x 9.00(h) x 0.46(d)
Age Range:	18 Years

About the Author

Sam Blank is a member of the faculty of the American Management Association, teaching primarily in the areas of mediation, crisis management, conflict resolution, leadership skill development and organizational behavior. He is certified as an Alternative Dispute Resolution specialist by the International Center for Cooperation and Conflict Resolution and the State of New York, and as a violence prevention SAVE provider by the New York State Education Department. He lives in New York City.

Table of Contents

Table of Contents

Acknowledgments
Preface
Introduction
1. Aspects and Causes of Conflict in an Organization
Interests, Identities and Attitudes
Organizational Learning
Characteristics of a Learning Organization
Learning Ground Rules
Problem-Based Learning
Team Learning
Organizational Conflict
Work Group Role Expectations
Organizational Personality Dimensions
Organizational Development
Organizational Behavior
Interpersonal and Intrapersonal Conflict
Aspects of Trust in Conflict
Cultural Differences and Conflict
Gender Influences
Ambient Cultural Disharmony
Cross-Cultural Leadership
2. Conflict: Unavoidable Aspect of Organizational Life
Major Trends
Conflict Areas
Anticipating Conflict
People Issues
Employee Assessments and Social Exchange Theory
Sources of Conflict
Working Behaviors
Language and Styles of Conflict
The Cost of Organizational Conflict
Hidden Costs
Gearing Up for Training and Development
Leading Change
Redefining Leadership
Resistance to Change
Employee Resistance Is Challenging
3. Transformational Organizations
Why Organizations Fail
Transformational Leadership and Organizations
Leadership and Manager Differences
Exemplary Leadership
Differences Among Workers, Managers and Leaders
Organizational Measurement
Workplace Communication
Workplace Channels and Networks
Power and Influence
Personal Attributes as Leverage
Types of Leverage
Sharing Power in Organizations
Power and Politics
Managing Change and Stress
Implementing Dynamic Change
Using the Johari Window at the Workplace
4. Ethical, Moral and Human Issues in Organizational Conflict
Guidelines, Principles, Codes
Ethical Leadership
Values Conflict
Intellectual Capital
Conflict Management Styles
Individual Profile Styles
Motivations
Managing Differences
Group Thinking
Generational Differences
A New Mindset
Reaction to Crises and Catastrophes
Workplace Violence
Crisis Prevention and Management
Crisis Management Team
Organization’s Crisis Plan
5. Workplace Collaborations
Advantages of Collaboration
Group Purpose
Types of Collaborative Groups
Successful Groups
Collaborating and Not Competing
Functional and Dysfunctional Team Collaborations
Poor Collaboration
Positive Collaborative Efforts
Collaborating to Get More
Collaboration and Achievement
Virtual Teams
Six Thinking Hats
6. Conflict Resolution Approaches
Strategies, Purposes, Practices
The Flowchart of Conflict
Conflict Resolution Techniques
Negotiation
Receive and Then Deliver
Three Basic Negotiation Strategies
Competitive and Cooperative Negotiation
A True Negotiation Situation?
Team Negotiation
Framing in Negotiation
Questioning in Negotiation
Listening in Negotiation
Listening and Seeking to Understand Content and Feelings
Nonverbal Listening
Negotiation and Ethics
Smart Negotiators
Negotiation Obstacles and Deal Killers
What About Mediation?
­Third-Party Assistance/Arbitration
Types of Arbitration Used by Organizations
7. Confrontational Innovation and Design
Common Design Thinking Tenets
Engagement and Confrontation
Types of Dissent
Difficult Conversations
Competencies to Handle Confrontation
Unmanageable Levels of Confrontation
Turbulent Times in a Company
Dismissal and Termination
Preparation for Taking Action
Management of Opportunities
Assertive Confrontation
8. Conflict Management
Approaching Employee Conflict
Openness of the Manager
Management Productivity
Conflict Manager Focus
Two Messages
Manager’s Toolbox
Playing Fair
Taking Charge
Managers and Critical Thinking
Managers as Change Agents
Influencing the Future
Dynamic Network Theory
Imperatives for Effective Managers
Case Studies
Case Study 1—Noisy Neighbors
Case Study 2—Apple Bashing
Case Study 3—We Deliver
Case Study 4—Working in HR
Case Study 5—The Team Project
Case Study 6—New Boss, New Rules
Case Study 7—You’re Under Arrest
Case Study 8—The Melt—Hops and Wine Stop—Taki-Slow
Case Study 9—Hawaii Beachwear Project
Case Study 10—Oh, What a Feeling
References
Index