权力与冲突管理课件

权力与冲突管理2023/7/17权力与冲突管理Power:DependencyModelReciprocaldimensions Individualscedepowertotheextentthattheymust(orperceivetheymust)relyonotherstoaccomplishtasks. Individualswhoarerelieduponaccruepower.权力与冲突管理PowerandDependencyDependencyincreaseswhen: Jobsbecomemorespecialized Tasksbecomemoreinterdependent Authorityisdiffused Environmentbecomesmoreuncertain Technologyincreases权力与冲突管理Power:ExchangeModelNotmerelyacounteractiontodependencyPowerisanexchangeprocess.PartofsocialinteractionOrganizationisrunthroughaseriesofindividualnegotiations权力与冲突管理Power:ExchangeModelPerson1commandsresourcesneededbyPerson2Person1exchangesresources,inreturnPerson2complieswithPerson1’srequests权力与冲突管理Power:EmpowermentModelPowerisnotafiniteresource Organizationalpowergrowsthroughsharingit

权力与冲突管理Power:EmpowermentModelEffectiveuseofpowerrequirestrainingandexperiencePowercarriestheconcomitantneedtoactresponsibly.Empowermentusuallyfailsincaseswhereusershavenoperviousexperienceinitsuse.权力与冲突管理Power:EmpowermentModelModelhasgrowninpopularityfromrecognitionthatpowerlessnesshasadverseeffectsonorgs. e.g.,loweredmotivationand commitment权力与冲突管理Power:EmpowermentModelSourcesofPowerlessness1.OrganizationalCulture2.ManagementStyle3.JobDesign4.RewardSystems权力与冲突管理Legitimacyofpower

Peoplewillfollowdirectionorbepersuadedthroughanumberofcausessuchas…FearofconsequencesofnotobeyingDesireforrewardsNeedforresourcescontrolledbyanindividualBeliefinthelegitimacyofaperson’spowerI.e.,theywieldmoralauthorityorYoubelievethattheirdirectionwillresultinthegreatergoodforanorganizationLegitimacyisthemostdifficultwaytoachievepowerHardesttounseatonceit’sestablished权力与冲突管理Power-sourcesPeoplederivepowerfrom3basicsources:1.Thepositiontheyhold2.Theirpersonalcharacteristics3.Theresourcesorinformationtheycanaccessandcontrol权力与冲突管理PositionPowerPowerthatisaccruedbyvirtueofwhereyouareintheorganization:AuthorityLegitimatepower:Subordinatesobeyordersbecausetheyviewthemaslegitimateduetothepositionthatamanagerholdsintheorganization.权力与冲突管理PositionPowercontdControlofrewardsandpunishments: “Stickandcarrot”power.Mayalsobecoercivepower.Centrality:Thedegreetowhichapositionislinkedtoandimportanttotheactivitiesofotherindividualsandsubunits.权力与冲突管理PersonalPowerBasedonindividualknowledgeandabilityorpersonalinfluenceoverotherindividuals.Expertise:Basedonuniqueorspecialknowledge.权力与冲突管理PersonalPowerCharisma/Referent: Personalcharmandpersuasiveness. Referent-personisattachedtooridentifieswithanindividualandthereforecanbeinfluenced Individualswithcharismaoftendevelopreferentpowerbecausetheyattractotherstofollow.权力与冲突管理PersonalPowerCoercionPowerexercisedthroughfearofadverseconsequencesMyhaveadverseconsequencessuchasstress,turnoverandanxiety权力与冲突管理ResourceandInformationBasedPower

ControlofScarceResources:Largelyself-explanatory,butbesureyouunderstandwhatresourcesareintegraltoyourjob.Notalwaysobvious:e.g.,keystorooms,projectorsetc.权力与冲突管理ResourceandInformationBasedPowerControlofresourcescanalsoincludeanindividual/unit’sabilitytobringinresourcesfromoutsidetheorganization.e.g.,Successfulgrantwritersoftenexertpowerbeyondwhatmayappearfromtheirpositioninanorganization.权力与冲突管理ResourceandInformationBasedPowerIndividualsorgroupsmaythemselvesbescarceresources.Unsubstitutability:Howhardisitforanyothergrouporindividualtoperformcertaintasks?Howintegralarethesetaskstotheorganization?权力与冲突管理UnsubstitutabilityIndividualsorgroupsoftencreatethesesituationsbyperformingduties,butnotexplaininghowthey’redone.Oftendiscussedincomputercentersinthedebateoverserviceprovisionversusend-usertraining.权力与冲突管理InformationisaresourcePeoplewhocommandinformationalsocommandpower.Maximallyusefulin:SituationsofUncertaintyIndividualsdislikeuncertaintyandindividualswhocanrelievethisuncertaintyacquirepower (DependencyRelationship)权力与冲突管理ConflictandNegotiation

Conflict: “theprocesswhichbeginswhenonepartyperceivesthattheotherhasfrustratedorisabouttofrustratesomeconcernofhisorhers.”权力与冲突管理ConflictandNegotiation

Ingeneral,thelikelihoodofconflictincreaseswhen:PartiesinteractViewtheirdifferencesasincompatibleSeeconflictasaconstructivewayofresolvingdisagreements权力与冲突管理Conflictoccurswhen:Morespecifically,conflictoccurswhen:1.Mutuallyexclusivegoalsorvaluesexistinfact,orareperceivedtoexist,bythegroupsinvolved.2.Interactionischaracterizedbybehaviordesignedtodefeat,reduce,orsuppresstheopponent,ortogainamutuallydesignatedvictory权力与冲突管理Conflictoccurswhen:3.Thegroupsfaceeachotherwithmutuallyopposingactionsandcounteractions.4.Eachgroupattemptstocreatearelativelyfavoredpositioninrelationtotheother.权力与冲突管理Conflictisnotinherentlybad:Positiveoutcomes:Betterideas/decisionsNewapproachestosolveproblemsSurfacingandthenresolvingoflong-standingproblemsClarificationofindividualviewsIncreasedinterestandcreativity权力与冲突管理NegativeoutcomesofconflictNegativeoutcomes:IncreaseddistancebetweenpeopleClimateofmistrustandsuspicionResistanceratherthanteamworkIncreasedturnoverFeelingsofdefeat/humiliation权力与冲突管理PerceptionandconflictPerceptionsplayalargeroleinconflicts. Individualsmayframetheirperceptionsalong3dimensions:

a.Relationship/Task b.Emotional/Intellectual c.Cooperate/WinHowindividualsorgroupshandleconflictoftendependsonhowtheyframeitineachdimension权力与冲突管理Whethertheoutcomeofconflictisgoodorbaddependsonavarietyoffactors:SocioculturalcontextIssuesinvolvedCognitiveframe i.e.,competitiveoutlooksarelesslikelytoseeka compromiseorfunctionaloutcome4. Characteristicsoftheparticipants

knowledge,experience,personalstyleinfluence outcomes5. MisjudgmentsandMisperceptions权力与冲突管理StagesofConflictConflictchangesovertime 1.Latent Conditionsforconflictexist foundationsfordisagreement 2.Perceived Differencesaremadepublic 3.Felt Involvedpartiesbegintofeeltenseas theresultofconflict i.e.,theconflictbecomespersonal权力与冲突管理StagesofConflict 4.Manifestconflict Observablebehavioremergesthatis designedtopursueoneparty’sgoalsor frustrateanother’s. 5.Conflictaftermath权力与冲突管理ConflictResolutionBasicparadigmsofnegotiation:DistributivebargainingIntegrativebargaining权力与冲突管理ConflictResolutionDistributive- Classicview.Adversarialroles.Oneparty’sclaimisanotherparty’sloss.Offer/Counter-offerstrategy. Powerisofparamountimportance.权力与冲突管理ConflictResolutionIntegrative- Transformtheprocessintoamutuallyadvantageousone. Problemsolvingratherthanwin-loseapproach.权力与冲突管理Conflictresolutionstyles1.Competing satisfyingyourconcernsbutnottheotherparty’sWorkswellin: emergencies unpopulardecisions onepartyisabsolutelycorrect onepartyhassignificantlymorepower

权力与冲突管理Conflictresolutionstyles2.Collaboration problemsolvingwiththeaimofmaximizing satisfactiontoallparties(integratedsolution) workingtogethertoachieve commongoalsWorkswellwhen: Bothsetsofgoalsaretooimportantto compromise Feelingshaveinterferedwitharelationship权力与冲突管理Conflictresolutionstyles3.Compromise Sharingpositions,butnotmovingtoextremesofassertivenessorcooperationWorkswellwhen: Bothsetsofgoalsareimportantbutenoughsoto makeeitherpartyassertive Partieshaveequalpower Timepressuresaresignificant权力与冲突管理Conflictresolutionstyles4.Avoidance Withdrawingoravoidingtheconflict

Satisfyneithertheirownnortheotherparty’sconcernsWorkswellwhen: Issuesaretrivial Individualshavelittlechanceofsatisfyingtheir goals

Resolvingtheconflictwillresultinsignificant disruption权力与冲突管理Conflictresolutionstyles5.Accommodation Onepartysatisfiestheother’sconcernswithoutaddressingtheirownWorkswellwhen: Onepartyrealizestheyarewrong Issuesaremoreimportanttoother’sthanyourself Buildingsocialcreditsforlateruseisimportant Harmony&stabilityareimportant Subordinatesneedtolearnfromtheirmistakes权力与冲突管理Conflictresolution-AfewpracticalpointsLookforpointsofagreementDon’targueoverareaswhereyouagree权力与冲突管理Conflictresolution-FormalMethodsI.GrievanceProceduresFormalprocessbywhichworkerscomplaintomanagementincaseswheretheyfeelmistreatedortheirrightswereviolated.权力与冲突管理GrievanceProceduresProvidesamechanismto:1.respondtoworkerscomplaints2.clarifyworker’sandemployer’srights3.formallybringacomplainttotheattentionof management(andorunionofficials)4.defineacomplaint5.structureameetingbetweenparties权力与冲突管理ConflictResolutionII.MediationandArbitrationThird-partyinterventionswithtrainedintermediaries.Mediator-facilitatescommunicationandresolutionbetweentwoormoreparties.Arbitrator-actsasjudgeandmakesadecisiononanissue.权力与冲突管理MediationandArbitrationBasicnegotiationparadigmsaredifferentArbitration-tryingtoconvinceajudgethatyoursideistherightoneMediation-Tryingtoreachamutualpointofagreement权力与冲突管理Techniquesformoresuccessfulnegotiations1.Prepare Understandtheproblemthoroughly Understandtheothersidethoroughly权力与冲突管理Negotiationtechniques2.EvaluateAlternatives Whatcanyoulivewith? Whatdoyouideallywant? Whatcan’tyoulivewith? Understandwhatyoucanandcan’t