Decision Making & Conflicts

8/8/2019 Decision Making & Conflicts

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DECESION MAKING &DECESION MAKING &

CONFLICTSCONFLICTS


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P r ogr ammed and non-p r ogr ammed decisions.Majo r and mino r decisions.

R outine and str ategic decisions.P olicy and ope r ating decisions.Or ganizational and per sonal decisions

Individual and gr oup decisions.Depa r tmental, inte r depa r tmental and ente r pr ise decision.

TY P ES OF DECISION MAKING

Jane Fr ancis Antony R aj, Lectu r er KSM


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Jane Fr ancis Antony R aj, Lectu r er KSM 4

GROU P DECISION

GREATER ACCE P TANCYGREATER ACCURACYIMP ROVED OUT P UT

MORE JOB SATISFACTIONBETTER CO P ERATIONMORE COMMUNICATIONMORE COMMITMENTS AND GOALS .


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CHARACTERISTICS OF

DECISION MAKING

CHOSING A P ROCESS OF COURSE OF ACTIONFROM AMONG ALTERNATIVE COURSES OF

ACTION .

IT THE P ROCESS INVOLVING TO A GREATEXTENT THE EX P ECTATION OF INTELLECTUALABILITIES .

IT IS THE END P ROCESS P ROCEDED BY THEDELIBERATION AND REASONING .


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P ROCESS OF DECISIONMAKING

IDENTIFICATION OF THE P ROBLEM .

MAKING THE DIAGNOSIS .

ANALYSIS THE P ROBLEM .

DEVELO P ING ALTERNATIVE SOLUTIONS OR COURSES OFACTION .

SELECTING THE BEST SOLUTION .

CONVERTING THE DECISION INTO EFFECTIVE ACTION .

FOLLOW U P THE DECISION .


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RATIONAL DECISION MAKING MODEL

A decision-making model that desc r ibes howindividuals should behave in o r der to maximizeoutcome.

A pr ocess of making decisions by const r uctingsimplified models that ext r act the essential featu r esf r om p r oblems without captu r ing all thei r complexity.

An unconscious p r ocess c r eated out of distilledexpe r ience.


BOUNDED RATIONALITY

INTUITIVE DECISION MAKING


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EFFECTIVE DECISIONIT IS ACTION OREINTED , GOAL DIRECTEDAND P ROVIDES EFFICIENCY INIM P LIMENTATION .ACTION OREINTED WHEN IT S P ECIFIES THEVARIOUS ACTIONS WHICH ARE TO BE TAKENTO ACHIEVE THE OB JECTIVE BEHIND THEDECISION .GOAL DIRECTED DECISION ENABLES THEORGANISATION TO MEET THE OB JECTIVES .


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CONFLICT AND NEGOTIATION

Working together isnt always easy

What should we know about dealing with conflict?

How can we negotiate successfully?


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Conflict and Negotiation

Study questions.

What is conflict? How can conflict be managed successfully?

What is negotiation?

What ar e the diffe r ent str ategies involved in

negotiation?


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What is conflict?

Conflict occu r s wheneve r:

Disag r eements exist in a social situation ove r issues of substance.

Emotional antagonisms cause f r ictions

between individuals or gr oups.


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What is conflict?

Types of conflict. Substantive conflict.

A fundamental disag r eement ove r ends or goals to be pur sued and the means for thei r accomplishment.

Emotional conflict.Inte r per sonal difficulties that ar ise ove r feelings of ange r , mist r ust, dislike, fea r , r esentment, etc.


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What is conflict?

Levels of conflict. Intr ape r sonal conflicts.

Actual or per ceived pr essu r es f r om incompatible goals or expectations.

A ppr oach-app r oach conflict.

Avoidance-avoidance conflict.A ppr oach-avoidance conflict.


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What is conflict?

Levels of conflict c ont. Inte r per sonal conflict.

Occu r s between two or mo r e individuals who ar e in opposition to one anothe r .

Inte r gr oup conflict.

Occu r s among membe r s of diffe r ent teams or gr oups.


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What is conflict?

Levels of conflict c ont. Inte r or ganizational conflict.

Occu r s in the competition and r ival r y that cha r acte r ize fir ms ope r ating in the same mar kets.Occu r s between unions and or ganizations employing thei r membe r s.Occu r s between gove r nment r egulato r y agencies and or ganizations subject to thei r sur veillance.Occu r s between or ganizations and supplie r s of r aw mate r ials .


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What is conflict?

Functional (or const r uctive) conflict. R esults in positive benefits to individuals, the

gr oup, or the or ganization. Likely effects.Sur faces impo r tant pr oblems so they can be add r essed.Causes car eful conside r ation of decisions.

Causes r econside r ation of decisions.Incr eases info r mation available for decision making.P r ovides oppo r tunities for cr eativity.


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What is conflict?

Dysfunctional (or dest r uctive) conflict. Wor ks to the disadvantage of individuals, the

gr oup, or the or ganization. Likely effects :

Dive r ts ene r gies.

Har ms gr oup cohesion.P r omotes inte r per sonal hostilities.Cr eates ove r all negative envi r onment for wo r ker s.


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What is conflict?

Cultu r e and conflict. Conflict is likely to be high when :

P er sons f r om sho r t-te r m cultu r es wor k with per sons f r om long-te r m cultu r es.P er sons f r om individualistic cultu r es wo r k with

per sons f r om collectivistic cultu r es.P er sons f r om high powe r distance cultu r es wor k with per sons f r om low powe r distance cultu r es.


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How can conflict be

managed successfully?

Conflict r esolution.

A situation in which the unde r lying r easons for a given dest r uctive conflict ar e eliminated.

Effective r esolution begins with a diagnosis of

the stage to which conflict has developed and r ecognition of the cause (s) of the conflict.


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How can conflict be

managed successfully?Stages of conflict. Conflict antecedents .

Set the conditions for conflict. P er ceived conflict.

Substantive or emotional diffe r ences ar e sensed.

Felt conflict.

Tension cr eates motivation to act. Manifest conflict.

Conflict r esolution or supp r ession.Conflict afte r math.


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How can conflict be

managed successfully?Causes of conflict. Ver tical conflict.

Occu r s between hie r ar chical levels. Hor izontal conflict.

Occu r s between per sons or gr oups at the same hie r ar chical level.

Line-staff conflict.Involves disag r eements ove r who has autho r ity and cont r ol ove r specific matte r s.


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How can conflict be

managed successfully?Causes of conflict c ont. R ole conflicts.

Occu r when the communication of task expectations pr oves inade quate or upsetting.

Wor k-flow inte r dependencies.Occu r when people or units ar e r equir ed to coope r ate to meet challenging goals.


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How can conflict be

managed successfully?Causes of conflict c ont. Domain ambiguities.

Occu r when individuals or gr oups ar e placed in ambiguous situations whe r e it is difficult to dete r mine who is r esponsible for what.

R esou r ce sca r city.When r esou r ces ar e sca r ce, wor king r elationships ar e likely to suffe r .


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How can conflict be

managed successfully?Causes of conflict c ont. P owe r or value asymmet r ies.

Occu r when inte r dependent people or gr oups diffe r substantially f r om one anothe r in status and influence or in values.


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How can conflict be


Indi r ect conflict management app r oaches.

R educed inte r dependence. A ppeals to common goals.

Hier ar chical r efe rr al.

Alter ations in the use of mythology and scr ipts.


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How can conflict be


R educed inte r dependence.

Used for adjusting level of inte r dependency when wo r k-flow conflicts exists.

O ptions.Decoupling.

Buffe r ing.

Linking pins.


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How can conflict be

managed successfully?A ppeals to common goals. Focusing the attention of potentially

conflicting par ties on one mutually desi r able goal.

Helping par ties to r ecognize thei r mutual inte r dependence.

Can be difficult to achieve if :P r ior per for mance is poor .P ar ties disag r ee ove r how to imp r ove per for mance.


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How can conflict be

managed successfully?Hier ar chical r efe rr al. Makes use of the chain of command for

conflict r esolution. P r oblems with hie r ar chical r efe rr al.

May not r esult in tr ue conflict r esolution.P

ossibility of inaccu r ate diagnosis of causes of conflict, r esulting in only supe r ficial r esolution.Supe r ior s may attr ibute conflict to poor inte r per sonal r elationships.


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How can conflict be


Alter ations in the use of mythology and

scr ipts. Scr ipts ar e behavio r al r outines that become

par t of the or ganizations cultu r e.

Scr ipts pr esc r ibe ways of dealing with conflict.


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Jane Fr ancis Antony R aj, Lectu r er KSM 3 0

How can conflict be

managed successfully?Dir ect conflict management app r oaches ar e based on the r elative emphasis that a per son places on

asse r tiveness and coope r ativeness. Asse r tiveness.

Attempting to satisfy ones own conce r ns.Unasse r tive ver sus asse r tive.

Coope r ativeness.Attempting to satisfy the othe r par tys conce r n.Uncoope r ative ver sus coope r ative.


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How can conflict be


Accommodation or smoothing.

Unasse r tive and coope r ative. Letting the othe r s wishes r ule.

Smoothing ove r diffe r ences to maintain

supe r ficial har mony.


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How can conflict be

managed successfully?Comp r omise. Mode r ate asse r tiveness and mode r ate

coope r ativeness.

Wor king towa r d par tial satisfaction of eve r yones conce r ns.

Seeking acceptable r athe r than optimal solutions so that no one totally wins or loses.


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How can conflict be

managed successfully?Competition and autho r itative command.

Asse r tive and uncoope r ative.

Wor king against the wishes of the othe r par ty.

Fighting to dominate in win/lose competition.

For cing things to a favo r able conclusion thr ough the exe r cise of autho r ity.


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How can conflict be

managed successfully?Collabo r ation and pr oblem solving.

Asse r tive and coope r ative.

Seeking the satisfaction of eve r yones conce r ns by wo r king thr ough diffe r ences.

Finding and solving pr oblems so eve r yone gains as a r esult.


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How can conflict be

managed successfully?The issue of who wins? Lose-lose conflict.

Occu r s when nobody gets what he or she wants.Avoidance, accommodation or smoothing, and comp r omise ar e for ms of lose-lose conflict.

W in-lose conflict.

One par t achieves its desi r es at the expense and to the exclusion of the othe r par tys desi r es.Competition and autho r itative command ar e for ms of win-lose conflict.


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How can conflict be

managed successfully?The issue of who wins? c ont. W in-win conflict.

Both par ties achieve thei r desi r es.Collabo r ation or pr oblem solving ar e for ms of win-win conflict.


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Negotiation.

The pr ocess of making joint decisions when the par ties involved have diffe r ent pr efe r ences.

Wor kplace disag r eements ar ise ove r a var iety

of matte r s.


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Negotiation goals and outcomes. Substance goals.

Outcomes that r elate to content issues.

R elationship goals .Outcomes that r elate to how well people involved

in the negotiations and any constituencies they r epr esent ar e able to wor k with one anothe r once the pr ocess is concluded.


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Effective negotiation. Occu r s when substance issues ar e r esolved and

wo r king r elationships ar e maintained or imp r oved.

Cr iter ia for an effective negotiation.Quality.Har mony.Efficiency.


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Ethical aspects of negotiation. To maintain good wo r king r elationships,

negotiating par ties should str ive for high ethical standa r ds.

The negotiating par ties should avoid being

side tr acked by self-inte r ests, the r eby being tempted to pur sue unethical actions.


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Or ganizational settings for negotiation.

Two-pa r ty negotiation. Gr oup negotiation.

Inte r gr oup negotiation.

Constituency negotiation.


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Cultu r e and negotiation.

Diffe r ences in negotiation app r oaches and pr actices ar e influenced by cultu r al diffe r ences in:

Time or ientation.

Individualism-collectivism.

P owe r distance.


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What ar e the diffe r ent str ategies

involved in negotiation?Distr ibutive negotiation. Focuses on positions staked out or decla r ed by the

conflicting par ties. P ar ties tr y to claim cer tain por tions of the existing pie.

Integ r ative negotiation. Sometimes called pr incipled negotiation.

Focuses on the mer its of the issues.

P ar ties tr y to enla r ge the available pie.


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involved in negotiation?Distr ibutive negotiation. The key questions is: W ho is going to get this

r esou r ce? H ar d dist r ibutive negotiation.

Each par ty holds out to get its own way.

S oft dist r ibutive negotiation.One par ty is willing to make concessions to the othe r par ty to get things ove r .


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involved in negotiation?Distr ibutive negotiation c ont. Bar gaining zone.

The r ange between one par tys minimum r ese r vation point and the othe r par tys maximum r ese r vation point.A positive bar gaining zone exists when the two

par ties points ove r lap.A positive bar gaining zone pr ovides r oom for negotiation.


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involved in negotiation?Integ r ative negotiation. The key questions is: H ow can the r esou r ce

best be utilized? Is less conf r ontational than dist r ibutive

negotiation, and per mits a br oade r r ange of alte r native solutions to be conside r ed.

O ppo r tunity for a tr ue win-win solution.


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involved in negotiation?Integ r ative negotiation c ont.

R ange of feasible negotiation tactics.

Selective avoidance.

Comp r omise.

Tr ue collabo r ation.


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involved in negotiation?Gaining tr uly integ r ative agr eements r ests

on : Suppo r tive attitudes.

Const r uctive behavio r s.

Good info r mation.


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involved in negotiation?Suppo r tive attitudes. Integ r ative agr eements r equir e that each par ty

must :A ppr oach the negotiation with a willingness to tr ust the othe r par ty.Convey a willingness to sha r e info r mation with the

othe r par ty.Show a willingness to ask conc r ete questions of the othe r par ty.


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involved in negotiation?Const r uctive behavio r s. R eaching integ r ative agr eements depends on

the negotiato r s ability to:Sepa r ate the people f r om the pr oblem.Focus on inte r ests r athe r than positions.Avoid making pr ematu r e judgments.K eep alte r native cr eation sepa r ate f r om evaluation.Judge possible agr eements on an objective set of cr iter ia or standa r ds.


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involved in negotiation?

Good info r mation.

Each negotiation par ty must know what he/she will do if an agr eement cant be r eached.

Each par ty must unde r stand the r elative

impo r tance of the othe r par tys inte r ests.


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involved in negotiation?Common negotiation pitfalls. The myth of the fixed pie.

The possibility of escalating commitment. Negotiato r s often develop ove r confidence in

thei r positions. Communication pr oblems can cause

difficulties dur ing a negotiation.Telling pr oblem.Hear ing pr oblem.


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involved in negotiation?Thir d-pa r ty r oles in negotiation. Ar bitr ation.

A thir d par ty acts as a judge and has the powe r to issue a decision that is binding on all disputing par ties.

Mediation.A neut r al thir d par ty tr ies to engage the disputing par ties in a negotiated solution thr ough per suasion and r ational ar gument.

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Decision Making & Conflicts