Exhibit 15-4 Conflict-Management Techniques
Conflict-Resolution Techniques
Problem solving: Face-to-face meeting of the conflicting parties for the purpose of identifying the problem and resolving it through open discussion.
Superordinate goals: Creating a shared goal that cannot be attained without the cooperation of each of the conflicting parties.
Expansion of resources: When a conflict is caused by the scarcity of a resource—say, money, promotion, opportunities, office space—expansion of the resource can create a win–win solution.
Avoidance: Withdrawal from, or suppression of, the conflict.
Smoothing: Playing down differences while emphasizing common interests between the conflicting parties.
Compromise: Each party to the conflict gives up something of value.
Authoritative command: Management uses its formal authority to resolve the conflict and then communicates its desires to the parties involved.
Altering the human variable: Using behavioral change techniques such as human relations training to alter attitudes and behaviors that cause conflict.
Altering the structural variables: Changing the formal organization structure and the interaction patterns of conflicting parties through job redesign, transfers, creation of coordinating positions, and the like.
Conflict-Stimulation Techniques
Communication: Using ambiguous or threatening messages to increase conflict levels.
Bringing in outsiders: Adding employees to a group whose backgrounds, values, attitudes, or managerial styles differ from those of present members.
Restructuring the organization: Realigning work groups, altering rules and regulations, increasing interdependence, and making similar structural changes to disrupt the status quo.
Appointing a devil’s advocate: Designating a critic to purposely argue against the majority positions held by the group.
Exhibit 15-4 Conflict-Management Techniques
Conflict-Resolution Techniques
Problem solving:...