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kerry-grimes

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Chapter 3 Conflict
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  1. Chapter 3Conflict

  2. Conflict Management Instructor: Erlan Bakiev, Ph. D.

  3. Chapter 3Conflict • Conflict may be real or imagined. • Incompatibility is necessary for conflict to exist. • Incompatibility may be real or imagined. • Interdependence is necessary for conflict to exist. • Interdependence may be real or imagined. CONFLICT IS EVERYWHERE

  4. Conflict Approach • One’s approach may be positive or negative. • One’s approach affects perceptions, strategy, and results.

  5. Schools of Thought • Traditional view: Conflict should be avoided; because it is bad. • Human relations view: Conflict is natural; and, it is sometimes good and sometimes bad. • Interactionist view: Conflict is inevitable; and, it is necessary for healthy development.

  6. Conflict serves a communication function. • Conflict may aid in consensus and integration. • Conflict may create disintegration and destruction.

  7. Chaos and Complexity Theory • Systems—dyads, triads, groups, organizations—maintain an invisible order. • Systems sustain themselves—optimal or not. • System intervention can create desired level or order. • System intervention can create positive conflict and results.

  8. Systems Theory • The whole is greater than the sum of its parts. • The systems contains subsystems. • The system and its subsystems dynamically interact with each other and with the external environment. • Systems theory is the study of parts, elements, relationships, and processes.

  9. Systems Thinking • Look for parts, roles, and relationships. • Analyze processes. • Examine how the system sustains itself. • Diagnose system conflict as constructive or not. • Use sociograms or other depictions.

  10. Conflict Strategies • Manage • Use • Resolve Through Negotiation

  11. Managing conflict is using it for positive, constructive outcomes. • Resolving conflict is getting rid of it. • Avoiding conflict is doing nothing—at the moment.

  12. Avoiding conflict may be managing it! • If the conflict is constructive, letting it function may be a sound strategy. • If the time for intervention is wrong, temporarily avoiding may be a sound strategy.

  13. Three Basic Choices • Try to change the other person. • Try to change the situation. • Change yourself.