Letter to Editor, Times Of ...

"If you print any more jokes about

husbands....,
I shaII cease borrowing your newspaper."
Against all odds...
A common
husband
gainst aII odds.....
The best things in life are
Postage paid,
Batteries included,
Guaranteed forever,
&
Tax free...
acquellne Schlff acquellne Schlff
Alas.! Life is not like organizational chart...
Life is like a cobweb...very complicated.
Unsat|sf|ed
Need
keduct|on
of
1ens|on
Search
8ehav|or
omfortable life..
Or
Uncomfortable life..
smooth progress|on of the needdr|ve
|ncent|ve mot|vat|ona| cyc|e and fu|f|||ment do
not a|ways occur |n rea||ty
onfIict can occur at the..
IndividuaI
InterpersonaI
Group
OrganizationaI
levels
eve|s Cf Conf||ct In Crgan|zat|ona| 8ehav|or
IN1kINDIVIDU
CkGNI21ICN CkGNI21ICN
IN1LkGkCU
IN1LkLkSCN
O N F L T
,acro
,|cro
S,CC1n kCGkLSSICN CI NLLDDkIVL
INCLN1IVL ,C1IV1ICN CCL and fu|f|||ment of
one's ro|e expectat|ons do not a|ways occur |n
rea||ty W|th|n every |nd|v|dua| there are usua||y
A number of compeLlng needs and roles
2 A varleLy of ways LhaL drlves and roles can be expressed
3 ,any Lypes of barrlers may be occur beLween Lhe drlve
and Lhe goals
4 8oLh poslLlve and negaLlve aspecLs aLLached Lo deslred goals
NTRANDVDUAL ONFLT
s|mp|e examp|e of frustrat|on
Need
(ce||s are
depr|ved of
water)
8arr|er
(stuck
door)
Goa|]|ncent|ve
(water founta|n)
Dr|ve
(wa|k to
the water
founta|n)
Irustrat|on
DLILNSL ,LCnNIS,
. ggression (kick or crush the door)
2. WithdrawaI (back away from the door)
3. Fixation (continue to try to open the door)
4. ompromise (drink some coffee or cIimb out of
the room)
violence
Retired
on the
1ob
Aggressiveness
1heft
Withdrawal
De
motivation
Negativity
Improved
Performance
CCNIIC1 IN1LNSI1 CCN1INUU,
AnnlhllaLor
ConfllcL
no ConfllcL
CverL efforLs Lo desLroy Lhe oLher parLy
Aggresslve physlcal aLLacks
1hreaLs and ulLlmaLums
AsserLlve verbal aLLacks
CverL (open/obvlous)quesLlonlng or
challenglng
,lnor dlsagreemenLs or mlsundersLandlngs
NTERPER8ONAL
ONFLT8
,anagers who have conf||ct w|th subord|nates
bosses peers or team members often attr|bute the
cause to a persona||ty prob|em or defect |n the other
party
Whetten and Cameron however go beyond th|s
surface exp|anat|on and propose that there are four
sources of |nterpersona| conf||ct
LkSCN DIIILkLNCLS
INICk,1ICN DLIICILNC
kCL INCC,1I8II1
LNVIkCN,LN1 S1kLSS
N2ING IN1LkLkSCN CCNIIC1
8es|de |dent|fy|ng some of the ma[or
sources of |nterpersona| conf||ct
|t |s usefu| to ana|yze the dynam|cs of
|nd|v|dua|s |nteract|ng w|th one another
1nL ICnkI WINDCW
very popu|ar descr|pt|ve framework
for ana|yz|ng the dynam|cs of |nterpersona| behav|or
Deve|oped by Ioseph uft and narry Ingham
(thus the name Iohar| w|ndow)
1h|s mode| |s part|cu|ar|y usefu| |n ana|yz|ng |nterpersona|
conf||ct 1he mode| |dent|fy severa| |nterpersona| sty|es
shows the character|st|cs and resu|ts of these sty|es
and suggests ways of |nterpret|ng the conf||cts that may
deve|op between se|f and others
1he Iohar| W|ndow
1
CLN SLI
2
nIDDLN SLI
4
UNDISCCVLkLD SLI
3
8IND SLI
1PL erson knows
AbouL Lhe oLher
1PL erson doesn'L knows
AbouL Lhe oLher
1PL erson
knows
AbouL hlm
or herself
1PL erson
doesn'L
knows
AbouL hlm
or herself
CLN SLI
1he person knows about h|m]herse|f and
about the others 1here wou|d genera||y be
openness and compat|b|||ty and ||tt|e reason
to be defens|ve 1h|s type of |nterpersona|
re|at|onsh|p wou|d tend to |ead to ||tt|e |f any
|nterpersona| conf||ct
nIDDLN SLI
1he person understand h|m]herse|f but
doesn't know about the other person 1he
resu|t |s that the person rema|ns h|dden from
the other because of the fear of how the
other may react 1he person may keep h|s
h|s]her fee||ngs or att|tudes secret not
open|ng up to the other 1here |s potent|a|
|nterpersona| conf||ct |n th|s s|tuat|on
8IND SLI
1he person knows about the other
but not about se|f 1he person may
be un|ntent|ona||y |rr|tat|ng to the
other 1he other cou|d te|| the person
but may be fearfu| of hurt|ng the
person's fee||ng
UNDISCCVLkLD SLI
1h|s |s potent|a||y the most
exp|os|ve s|tuat|on 1he person does
not know about h|m]her se|f and
does not know about the other In
other words there |s much
m|sunderstand|ng and
|nterpersona| conf||ct |s a|most sure
to resu|t
1he conf||ct process 1he conf||ct process
ntecedent
Cond|t|ons
W Commun|cat|on
W structure
W ersona|
Var|ab|es
Increased
group
erformance
Conf||ct hand||ng
|ntent|ons
W Compet|ng
W Co||aborat|ng
W vo|d|ng
W ccommodat|ng
erce|ved
conf||ct
Ie|t
conf||ct
Cvert
(Cpen)
conf||cts
W arty's
behav|or
W Cther's
react|on
Stage I Stage II Stage III Stage IV Stage V
Decreased
Group
performance
oLenLlal
CpposlLlon or
lncompaLlblllLy
CognlLlon and
ersonallzaLlon
lnLenLlons 8ehavlor
CuLcomes
%he mental process of knowing, learning,
understanding)
Intens|ons Dec|s|ons to act |n a g|ven way
CC,L1ING
des|re to sat|sfy one's
|nterests regard|ess of the
|mpact on the other party
to the conf||ct
CC8Ck1ING
s|tuat|on |n wh|ch the
part|es to a conf||ct des|re
to sat|sfy fu||y the concern
of a|| part|es
VCIDING
1he des|re to w|thdraw
from or suppress the
conf||ct
CCC,,CD1ING
1he w||||ngness of one of
the party |n a conf||ct to
p|ace the opponent's
|nterest above h|s or her
own
CC,kC,ISING
s|tuat|on |n
wh|ch each party
to the conf||ct |s
w||||ng to g|ve up
someth|ng
Cne way to ana|yze the|r confront|ng others |s
through the response categor|es
ICkCING
ssert|ve Uncooperat|ve
CCC,,CD1ING
Unassert|ve Cooperat|ve
VCIDING
Unassert|ve uncooperat|ve
CC,kC,ISING
8etween ssert|veness
Cooperat|veness
CC8Ck1ING
ssert|ve Cooperat|ve
lmenslons of ConfllcLPandllng lnLenslons

s
s
e
r
t
|
v
e
n
e
s
s
a
s
s
e
r
t
|
v
e
u
n
a
s
s
e
r
t
|
v
e
un cooperaLlve
CooperaLlve
Compet|ng
vo|d|ng
Comprom|s|ng
Co||aborat|ve
ccommodat|ve
S1k1LGILS ICk IN1LkLkSCN CCNIIC1
kLSCU1ICN
,ode| the att|tudes and
behav|ors you want your
emp|oyees to emu|ate
Ident|fy the source of conf||ct
structura| or |nterpersona|
Iocus on task not
persona||t|es
ddress conf||ct |n t|me|y way
earn from conf||ct
,ore ofLen when a confllcL occurs beLween supervlsorsubordlnaLe
palrs employeescusLomers coworkers or even frlends or
marrlage parLners Lhere Lends Lo be elLher a flghL (personal aLLack)
or a fllghL (embarrassed sllence or leavlng) response
Ne|ther |s an effect|ve way of hand||ng
|nterpersona| conf||ct
,ore appropr|ate for reso|v|ng conf||ct and
preserv|ng pos|t|ve re|at|onsh|ps wou|d be to
fo||ow the fo||ow|ng
||ow ||ow
t|me to t|me to
coo| off coo| off
na|yze na|yze
the the
s|tuat|on s|tuat|on
State the State the
prob|em prob|em
to the to the
other other
person person
eave eave
the the
person person
an "out" an "out"
,ost conf||ct reso|ut|on
(not on|y |nterpersona|
but a|so |ntergroup and
organ|zat|ona|)
Lnds up based on three
bas|c strateg|es
oose oose
WIN WIN
W|n oose
IN1LkGkCU 8LnVICk IN1LkGkCU 8LnVICk
and and
CCNIIC1 CCNIIC1
Soc|a| psycho|og|st ,uzafer Sher|f's kea||st|c Group
Conf||ct 1heory (kGC1) |s probab|y the best known 1h|s
theory cons|ders |ntergroup conf||ct |n a ho||st|c manner
beyond the rea|m of persona||ty group psycho|ogy and
|nterpersona| re|at|ons
1he bas|c thes|s of kGC1 |s that |ntergroup host|||ty |s
produced by the ex|stence of conf||ct|ng goa|s
(|e compet|t|on) and reduced by the ex|stence of
mutua||y des|red superord|nated goa|s atta|nab|e on|y
through |ntergroup cooperat|on
ntecedents (prev|ous c|rcumstances) to
Intergroup Conf||cts
Compet|t|on
for kesources
1ask Interdependence
Status Strugg|e
Iur|sd|ct|ona|
mb|gu|ty
Strateg|es for keduc|ng the Conf||ct Strateg|es for keduc|ng the Conf||ct
vo|dance vo|dance
D|ffus|on D|ffus|on
Conta|nment Conta|nment
(suppress|on) (suppress|on)
ConfronLaLlon
S18uC1u8AL CCnlLlC1
PlL8A8CPlCAL CCnlLlC1
lunC1lCnAL CCnlLlC1
LlnLS1All CCnlLlC1
lC8,ALlnlC8,AL CCnlLlC1
Conf||cts that support an organ|zat|on's goa|s
are Iunct|ona| Conf||cts
Conf||cts that prevent an organ|zat|on
from ach|ev|ng |ts goa|s are
Dysfunct|ona| Conf||cts
1he ko|e of Conf||ct |n today's Crgan|zat|ons 1he ko|e of Conf||ct |n today's Crgan|zat|ons
TraditionaIIy, the approach to OrganizationaI
onfIict was very simpIe and optimistic. It was
based on the foIIowing assumptions:
.onflict is by definition avoidable.
2.onflict is caused by troublemakers, boat
rockers, and prima donnas.
!eople who think they can get away because of some of their talents)
.Legalistic forms of authority such as "going
through channels or "sticking to the book
are emphasized.
2.Scapegoats are accepted as inevitable.
ew assumptions about confIict
.onflict is inevitable.
2.onflict is determined by structural factors
such as the physical shape of a building,
the design of a career structure, or a class
system.
3.onflict is integral to the nature of change.
4.A minimal level of conflict is optimal.
Using such assumptions as a starting point, most expert
today emphasize the importance of making a cost-benefit
analysis of the conflict situation and setting up dispute
system.
It is aIso suggested that confIict be viewed as a
cognitive bargaining process that shouId focus on
negotiations as a way to manage and resoIve confIict.
These negotiations skiIIs have
recentIy emerged as an
important area of study and
appIication in the fieId of
OB
ONFLT : Perceived incompatible differences
that results in interference of opposition.
1rad|t|ona| V|ew of
Conf||ct
1he vlew LhaL all
confllcL ls bad and musL
be avolded
numan ke|at|ons V|ew
of Conf||ct
1he vlew LhaL confllcL ls
naLural and lnevlLable
ouLcome ln any
organlzaLlon
Intreract|on|st V|ew of
Conf||ct
1he vlew LhaL some
confllcL ls necessary for
an organlzaLlon Lo
perform effecLlvely
DeveIopIng EIIectIve ConIIIct ResoIutIon SkIIIs
what |s your under|y|ng 6onf||ct-hand||ng 8ty|e?
e jud|c|ous |n se|ect|ng the conf||cts that you want to
hand|e
EvaIuate tbe ConIIIct PIayers
Assess tbe source oI conIIIcts
1. CommunIcatIon dIIIerences
2. StructuraI DIIIerences
3. PersonaI DIIIerences
Know your opt|ons
Avo|dance|accommodat|on|forc|ng|comprom|se|co||aborat|on
Lvery morn|ng |n fr|ca a gaze||e wakes
know|ng |t must run faster
than the ||on or be k|||ed
Lvery morn|ng a ||on awakens know|ng |t must
outrun the s|owest gaze||e
or starve to death
It doesn't matter |f you are a ||on or a gaze||e
When the sun comes up
you wou|d better be runn|ng
kobert Moyer in "now to win ony 4rqument"
Lvery morn|ng |n fr|ca a gaze||e wakes
know|ng |t must run faster
than the ||on or be k|||ed
Lvery morn|ng a ||on awakens know|ng |t must
outrun the s|owest gaze||e
or starve to death
It doesn't matter |f you are a ||on or a gaze||e
When the sun comes up
you wou|d better be runn|ng
kobert Moyer in "now to win ony 4rqument"
Negot|at|on ] 8arga|n|ng
process |n wh|ch two or more part|es
exchange goods or serv|ces and attempt to
agree upon the exchange rate for them
Negot|at|on ] barga|n|ng sk|||s
1here are two approaches to negot|at|on
Distributive
Bargaining
Negotiations that
seek to divide up
a fixed amount of
resources:
a win-Iose
situation
Integrative
Bargaining
Negotiations
that seeks one
or more
settIements that
can create a
win-win soIution
D|str|but|ve v]s Integrat|ve 8arga|n|ng
Short 1erm
Cpposed to each
other
I w|n ou |ose
r|mary
,ot|vat|on
r|mary Interest
Iocus of
ke|at|onsh|p
va||ab|e
kesources
I|xed amount of
resources to be
d|v|ded
8arga|n|ng
Character|st|c
D|str|but|ve
8arga|n|ng
Convergent or
congruent w|th
each other
I w|n ou w|n
Var|ab|e amount of
resources to be
d|v|ded
Integrat|ve
8arga|n|ng
ong1erm
eve/opinq ffective Neqotiotion 5ki//s
8e Cpen 1o
1h|rd arty
ss|stance
kesearch our
Cpponent
8eg|n W|th
os|t|ve
Cverture
Lmphas|ze
w|nw|n
so|ut|on
ay |tt|e
ttent|on 1o
In|t|a| Cffers
ddress
rob|ems Not
ersona||t|es
kLk1ICN

NNING
THE NEGOTATON PROE88
DLIINI1ICN
of
GkCUND kULS
CkIIIC1ICN
ND
IUS1IIIC1ICN
8kGINING
and
kC8L, SCVING
CCSUkL
and
I,L,LN11ICN
A corruler s|ll|rg or a suoWay lra|r read|rg a ooo|
Was so spraW|ed oul |r lre seal lral lre Worar resl
lo r|r rad very ||ll|e roor.
wrer sre as|ed |l re cou|d rove a o|l, re relused.
Jusl lrer a rar oppos|le lrer sa|d,
'Wry dor'l you s|l |||e a rurar oe|rg?
'Wral are you go|rg lo do |l l dor'l?
'We|| l 'For ore lr|rg, l W||| le|| you roW lral ooo|
erds.
--Calrer|re Roraro
gainst aII odds...