Po Managing Conflict and Negotiating
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Transcript of Po Managing Conflict and Negotiating
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Managing Conflict and Negotiating
Kelompok 8
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p
Conflict
Konflik
satu pihak memandang
kepentingannya ditentang
atau terkena dampaknegatif dari kepentingan
pihak lain
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Hubungan antara Intensitas Konflik danHasilnya
Low Moderate
Intensity
High
Too littleconflict
Appropriateconflict
Too muchconflictNegative
Neutral
Positive
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Konflik Fungsional vs Dysfungsional
Konflik Fungsionalsesuai kepentingan
organisasi
Konflik
DisfungsionalMengancam
KepentinganOrganisasi
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Hasil Konflik yg Diharapkan
1) Persetujuan:
2) Hubungan Yang lebih
Erat
3) Pembelajaran
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How to Deal with Personality Conflicts
Dirk and Linda are working closely together on aproject. However, they have very differentpersonalities and working styles. For example,
Dirk prefers to create plans and checklists andLinda has a more free-flowing approach to work.
Linda is now so frustrated she is concerned theproject will not get completed.
What type of conflict is this?
What should she do?
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Tips for Employees Having aPersonality Conflict
All employees need to be familiar with andfollow company policies for diversity, anti-discrimination, and sexual harassment
Communicate directly with the otherperson to resolve the perceived conflict
Avoid dragging co-workers into the conflict
If dysfunctional conflict persists, seek helpfrom direct supervisors or human resourcespecialists
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How to Deal with Personality Conflicts
Chris works with Dirk on another project. Dirkapproaches Chris and begins to complain about
Linda.
What type of conflict is this?
As a third-party, what should he do?
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Tips for Third-Party Observersof a Personality Conflict
All employees need to be familiar with andfollow company policies for diversity, anti-discrimination, and sexual harassment
Do not take sides in someone elsespersonality conflict
Suggest the parties work things outthemselves in a constructive and positiveway
If dysfunctional conflict persists, refer theproblem to parties direct supervisors
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How to Deal with Personality Conflicts
Sarah, Dirk and Lindas boss, has just been
informed that the completion of the project is
in jeopardy due to conflict between Dirk and
Linda. Linda is now so frustrated she is
concerned the project will not get completed.
As their manager, what should she do?
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Tips for Managers Whose Employeesare Having a Personality Conflict
All employees need to be familiar with andfollow company policies for diversity, anti-discrimination, and sexual harassment
Investigate and document conflict If appropriate, take corrective action
If necessary, attempt informal disputeresolution
Refer difficult conflict to human resourcespecialists or hired counselors for formalresolution attempts and other interventions
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Meminisasi Konflik Intergroup
Conflict within the
group is high
There are negative
interactions between
groups
Influential third-party
gossip about other group
is negative
Work to eliminate specific negative
interactions between groups
Conduct team building to reduceintragroup conflict and prepare
employees for cross-functional teamwork
Encourage personal friendships and
good working relationships across
groups and departments
Foster positive attitudes toward
members of other groups
Avoid or neutralize negative gossip
across groups or departments
Recomendasi tindakan ActionLevel konflik intergroup
cenderung meningkat bila
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Ways to Build Cross-Cultural Relationships
8Nurture others (develop and mentor)
7Avoid conflict by emphasizing harmony
6Be compassionate and understanding
5Build rapport through conversations
4Compromise rather than dominate
3Advocate inclusive (participative) leadership
2Be cooperative rather than overly competitive
2Be sensitive to the needs of others
1Be a good listener
RankBehavior
Tie
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Stimulating Functional Conflict
Devils Advocacy Approach1) Action proposed2) Devils advocate criticizes it3) Both sides presented to decision
makers4) Decision is made and monitored
Dialectic Decision Method
1) Action proposed
2) Assumptions identified3) Counterproposal generated on
different assumptions4) Debate takes place
5) Decision is made and monitored 13-14
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5 cara mengatasi konflik
Integrating Obliging
Dominating Avoiding
Compromising
High Low
High
Low
ConcernforOthers
Concern for Self13-15
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Third-Party Intervention Optionsfor Handling Conflict
1) Reroute complaints by coaching the sender to find ways to
constructively bring up the matter with the receiver. Do not
carry messages for the sender
2) Facilitate a meeting with the sender and receiver to coach
them to speak directly and constructively with each other
3) Transmit verbatim messages with the senders name
included and coach the receiver on constructive ways todiscuss the message with the sender
These options are considered less political; low risk of
dysfunctional conflict
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Third-Party Intervention Optionsfor Handling Conflict
4) Carry the message verbatim but protect the
senders name5) Soften the message to protect the sender
6) Add your spin to the message to protect thesender
7) Do nothing. The participants will triangle insomeone else
8) Do nothing and spread the gossip. You will trianglein others
These options are considered more political; high risk of
dysfunctional conflict
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Alternative Dispute Resolution(ADR)Techniques
Alternative DisputeResolution (ADR)avoiding
costly lawsuits by resolving
conflicts informally or
through mediation orarbitration
Mediation Neutral third party guides
parties to make a mutually
acceptable solution
Arbitration
Parties agree to accept
the decision of the neutral
arbitrator
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Negotiation
Negotiationgive-and-takeprocess between conflicting
interdependent parties
Distributive negotiation:Singleissue; fixed-pie; win-lose.
Integrative negotiation: More
than one issue; broadening
the pie;
win-win.
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An Integrative Negotiation
Steps
1. Clarify Interests
2. Identify options
3. Design alternativedeal packages
4. Select a Deal
5. Perfect the deal
Jointly
1. Discuss respective needs
2. Discuss respective elements
of value
3. Exchange deal packages
4. Discuss and select fromfeasible deal packages becreative
5. Discuss unresolved issues;build relationships for futurenegotiations; put in writing
Separately
1. Identify tangible andintangible needs
2. Identify elements ofvalue
3. Mix and matchelements of valueinto different deals
4. Analyze dealpackages proposed
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Questionable/Unethical Tactics in Negotiation
Lies
Exaggerated praise
Deception
Weakening the opponent Strengthening ones own position
Nondisclosure
Information exploitation Change of mind
Distraction
Maximization 13-21
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