Decision making

&
Conflict Management
Members:
Espino Figueroa Maria Aseneth
Quintero Martinez Yankel yoantely
Martínez Millán Rodrigo
Basis for decision making

• 1. Problem definition: The first step is to identify and clearly define the problem you want to solve.
This involves understanding the current situation, the objectives being pursued and the possible
solutions.
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• 2. Information collection: It is essential to collect relevant and accurate information about the problem.
This may include historical data, market analysis, expert opinions and similar case studies.
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• 3. Analysis of information: Once the information is collected, it must be carefully analyzed to identify the
causes of the problem, possible solutions and its potential consequences.
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• 4. Evaluation of alternatives: The different solution alternatives must be evaluated, considering their
advantages, disadvantages, risks and costs.
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• 5. Selection of the best alternative: After evaluating the alternatives, the one that best fits the objectives
and needs of the organization must be selected.
 Management models for decision making

• 1. Rational model: This model seeks to make decisions in a logical and objective manner, following a series of
predefined steps.
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• 2. Limited rationality model: This model recognizes that managers have limitations in the information they can
process and the time they have to make decisions.
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• 3. Political model: This model considers that decisions are made in a political context, where different actors
seek to influence the final result.
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• 4. Intuitive model: This model relies on the manager's personal experience and judgment to make decisions.
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• 5. Model of the creative process: This model seeks to generate innovative solutions through creativity and
collaboration.
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Decision-making process

• 1. Problem identification: The first step is to identify and clearly define the problem you want to solve.
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• 2. Search for information: Relevant information about the problem is sought, including data, expert opinions, and past experiences.
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• 3. Evaluation of alternatives: Different solutions to the problem are generated and evaluated, considering their advantages,
disadvantages and risks.

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• 4. Decision making: The best solution to the problem is selected, considering the organization's objectives and available resources.
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• 5. Implementation of the decision: The selected solution is implemented, communicating it to those involved and assigning
responsibilities.
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• 6. Decision evaluation: The effectiveness of the decision made is evaluated and adjustments are made if necessary
Decision-making styles

• 1. Autocratic: The manager makes the decision alone, without consulting anyone.
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• 2. Democratic: The manager consults those involved before making the decision.
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• 3. Consultative: The manager seeks the opinion of those involved, but makes the final decision.
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• 4. Laissez-faire: The manager allows those involved to make the decision for themselves.
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• 5. Permissive: The manager gives those involved freedom to make the decision, but reserves the right to veto.
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• 6. Collegiate: The decision is made by a group of people working together.Choosing the appropriate style will
depend on the situation, the complexity of the problem, and the time available to make the decision.
Conflict Management

• Conflict management is a set of skills and strategies for resolving

disagreements effectively and constructively. It seeks to minimize
the negative impact of conflict, promote communication and
understanding between the parties involved, and reach solutions
that meet the needs of all.
 Stages of the conflict

• 1. Latency: Underlying tension not visible.

• 2. Perception: The parties become aware of the conflict and
interpret it.
• 3. Escalation: Increased tension and negative emotions.
• 4. Crisis: Peak of conflict with negative actions.
• 5. De-escalation: Reduction of tension and search for solutions.
• 6. Resolution: Agreement and restoration of the relationship.
 Negotiation & Basis for negotiation:

• Finding win-win solutions through a structured process.

• Preparation: Investigation of the problem, definition of objectives
and strategies.
• Effective communication: Active listening and clear expression.
Empathy: Understanding the other person's perspective.
Interests: Focus on interests, not positions.
• Options: Generation of creative solutions that satisfy both parties.
Process for successful negotiation:

• 1. Preparation: Definition of the problem, objectives and interests.

• 2. Initiation: Creating a positive environment and rules.
• 3. Information sharing: Share relevant information about the problem.
• 4. Option generation: Finding creative solutions for both parties.
• 5. Evaluation of options: Analysis of the advantages and disadvantages
of each solution.
• 6. Selecting the best option: Agreement that satisfies both parties.
7. Closing: Formalization of the agreement and follow-up mechanisms.
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 Efficient Ways of Conflict Management:

• Effective communication: Active listening, clear expression, and

empathy.
• Negotiation: Finding win-win solutions through a structured
process.
• Mediation: Finding a neutral third party to help the parties reach
an agreement.
• Arbitration: Seeking a neutral third party to make a decision
binding on the parties.
 Negotiation in different social contexts

• Business: Negotiation of contracts, commercial agreements, and

dispute resolution.
• Politics: Negotiation of agreements between countries, political
parties, or interest groups.
• Family: Negotiation of family roles, responsibilities, and
decisions.
• Community: Negotiation of solutions to problems that affect the
community.