Professional Documents
Culture Documents
Skill Development
Chapter 12
Managing Conflict,
Stress, and Time
Mosley Pietri
PowerPoint Presentation by Charlie Cook
The University of West Alabama
2008 Thomson/South-Western
All rights reserved.
Learning
Learning Objectives
Objectives
After reading and studying this chapter, you should
be able to:
1. Identify the causes of conflict.
2. Discuss conflict management styles and identify when
each would be appropriate.
3. Describe principled negotiation.
4. Explain why modern life makes us particularly
vulnerable to stress.
5. Describe both the costs and the benefits of stress.
6. Explain the major causes of stress.
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Learning
Learning Objectives
Objectives (contd)
(contd)
After reading and studying this chapter, you should
be able to:
7. Compare and contrast Type A behavior and Type B
behavior.
8. Elaborate on personal ways to cope with stress.
9. Discuss some ways to effectively manage time.
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Causes of Conflict
Different
DifferentGoals
Goals
or
orObjective
Objective
Change
Change
Communication
Communication
Conflict
Conflict
Structure
Structure
Personal
Personal
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Historical Insight
Options for Resolving Conflict of Interest
Voluntary submission of one side
Struggle and victory of one side over the other
Compromise
Integration (joint problem solving)
Source: Oliver Sheldon, The Philosophy of Management (New York: Pitman, 1939; originally published in 1923), p. 2.
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Accommodating
An unassertive, cooperative style in which the
Forcing
An assertive, uncooperative style in which the
126
Collaborating
An assertive, cooperative approach in which the
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EXHIBIT 12.1
Source: Adapted from Thomas Ruble and Kenneth Thomas, Support for a Two-Dimensional Model of Conflict
Behavior, Organizational Behavior and Human Performance, vol. 16 (1976), p. 145. Used with permission of Elsevier.
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Principled Negotiation
1. Separating the people
from the problem.
2. Focusing on interests,
not positions.
3. Generating a variety
of possibilities before
deciding what to do.
4. Insisting that the result
be based on some
objective standard.
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EXHIBIT 12.2
Problem
Solution
Soft ball
Hard ball
Demand concessions as a
condition of the relationship.
Trust others.
Distrust others.
Make offers.
Disclose your bottom line.
Make threats.
Mislead as to your bottom line.
Explore interests.
Avoid having a bottom line.
Insist on agreement.
Yield to pressure.
Apply pressure.
Source: Positional Bargaining: Which Game Should You Play? chart from Getting to Yes,
2e by Roger Fisher, William Ury and Bruce Patton. Copyright 1981, 1991 by Roger
Fisher and William Ury. Reprinted by permission of Houghton Mifflin Co. All rights reserved.
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EXHIBIT 12.3
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What is Stress?
Definition of Stress
Any external stimulus that causes wear and tear on
stress-related symptoms.
Stress is a major contributor to heart disease, cancer,
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necessary to accomplish
anything meaningful.
Moderate amounts of stress
improve performance.
The constructive dimensions of
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EXHIBIT 12.4
HOSTILE-AGGRESSIVES:
Stand up for yourself.
Give them time to run down.
COMPLAINERS:
Listen attentively.
Acknowledge their feelings.
Avoid complaining with them.
CLAMS:
Ask open-ended questions.
Be patient in waiting for a response.
Source: Adapted from Coping with Difficult People, Robert M. Bramson. Copyright 1981 by Robert M. Bramson. Used
by permission of Doubleday, a division of Random House and Carol Mann Literacy Agency, on behalf of the author.
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EXHIBIT 12.5
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EXHIBIT 12.6
Source: Time, Special Issue, How Your Mind Can Heal Your Body, January 20, 2003, pp.6869. Copyright 2003, Time Inc. Reprinted by permission.
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Life
LifeEvents
Events
Stress
Stress
Organizational
Organizationaland
and
Work-Related
Work-RelatedFactors
Factors
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EXHIBIT 12.7
Sources of Stress
Life Event
Points
Death of a spouse
99
Divorce
91
Marriage
85
Death of close family member
84
Fired at work
83
Pregnancy
78
Marital separation
78
Jail term
72
Personal injury or illness
68
Death of close friend
68
Retirement
68
Change of financial state
61
Spouse begins or stops work
58
Marital reconciliation
57
Christmas
56
Change in health of family member
56
Foreclosure of mortgage or loan
55
Sex difficulties
53
Addition of new family member
51
Change to different line of work
51
Business readjustment
50
Source: Adapted from The 1990s Stress Scale, Albuquerque
Journal, December 16, 1991, p. B1. Reprinted by permission:
Knight-Ridder Tribune Media Services.
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Life Event
Points
Mortgage over $10,000
48
(Present-day amount of $80,000)
Change in residence
47
Change in number of arguments with spouse 46
Change in responsibilities at work
46
Begin or end school
45
Trouble with boss
45
Revision of personal habits
44
Trouble with in-laws
43
Vacation
43
Change in living conditions
42
Son or daughter leaving home
41
Outstanding personal achievement
38
Change in work hours or conditions
36
Change in school
36
Minor violations of law
30
Change in eating habits
29
Mortgage or loan less than $10,000
27
(Present-day amount of $80,000)
Change in sleeping habits
27
Change in recreation
26
Change in church activities
26
Change in number of family get-togethers
15
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Type B behavior
Is characterized by
(a) tending to be
calmer than someone
with Type A behavior,
(b) devoting more
time to exercise, and
(c) being more
realistic in estimating
the time it takes to
complete an
assignment.
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EXHIBIT 12.8
Behavior-Type Quiz
Source: A. P. Brief, R. S. Schuler, and M. V. Sell, Managing Job Stress (Boston: Little, Brown & Co., 1981), p. 87. Reprinted by permission of Arthur P. Brief.
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EXHIBIT 12.9
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related stressors.
They tend to be idealistic and/or self-motivated
achievers.
They tend to seek unattainable goals.
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EXHIBIT 12.10
The adapted Maslach Burnout Inventory, or MBI, consists of 25 items, rated on a scale of 1 (very
much unlike me) to 7 (very much like me). There are three subscales.
Depersonalization: Individuals with high scores on this subscale tend to view people as objects
and to distance themselves from others. Example: I worry that this job is hardening me
emotionally.
Personal Accomplishment (reversed): Respondents with high scores on this subscale see
themselves as not performing well on a task that they perceive as not being particularly worthwhile.
Example: I have accomplished few worthwhile things on this job.
Emotional Exhaustion: Individuals with high scores on this subscale see themselves as operating
beyond comfortable coping limits and as approaching the end of the rope in psychological and
emotional senses.
Example: I feel fatigued when I get up in the morning and have to face another day on the job.
Emotional exhaustion is considered most characteristic of advanced phases of burnout, and
depersonalization is considered least virulent. Ratings of high or low on the three subscales
determine the progressive phases of burnout, generating an eight-phase model of burnout:
Progressive Phases of Burnout
I
II
III
IV
VI
VII
VIII
Depersonalization
Low
High
Low
High
Low
High
Low
High
Personal accomplishment
Low
Low
High
High
Low
Low
High
High
Emotional exhaustion
Low
Low
Low
Low
High
High
High
High
Source: Adapted from Robert T. Golembiewski and Robert F. Munzenrider, PHASES OF BURNOUT Copyright
1988, pp. 1928. Reproduced with permission of Greenwood Publishing Group, Inc. Westport, CT.
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relationships
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A Sense of Control
Ways to Gain Control:
Plan. Look ahead, identifying both long- and short-
term goals.
Get to know and like yourself.
Perceive situations as challenges rather than as
problems.
Take a long vacation rather than short vacations.
Do things for others through a group or by becoming
do a task well.
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EXHIBIT 12.12
Relaxation Techniques
Relaxation Response
Cleansing Breath
Relaxing Postures
Passive Stretches
Imagery
FiveCount Em, FiveTricks.
Source: Adapted from John Carpi, A Smorgasbord of Stress-Stoppers, Psychology Today 29(1), January/February
1996, p. 39. Reprinted with permission from Psychology Today Magazine, copyright 1996 Sussex Publishers Inc.
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EXHIBIT 12.13
Source: Adapted from The Pursuit of Happiness by David G. Meyers. Copyright 1982 by the David G.
and Carol P. Meyers Charitable Foundation. Reprinted by permission of HarperCollins Publishers, Inc.
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should be done.
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EXHIBIT 12.14
Source: Excerpted from The 7 Habits of Highly Effective People, 1989 by Stephen R. Covey. The Time Management Matrix
phrase and model are trademarks of Franklin Covey Co., www.franklincovey.com. Used with permission. All rights reserved.
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EXHIBIT 12.15
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EXHIBIT 12.16
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EXHIBIT 12.17
1. Set priorities.
2. Do not procrastinate.
3. Manage the telephone effectively.
4. Make your meetings effective.
5. Learn to delegate.
6. Handle people who drop in.
7. Be decisive.
8. Get organized.
9. Stay on top of paperwork.
10. Avoid distractions and interruptions.
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Important
Important Terms
Terms
burnout
integration process
life event
principled negotiation
stress
time management
Type A behavior
Type B behavior
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