權(quán)力與沖突管理課件

權(quán)力與沖突管理2023/7/17權(quán)力與沖突管理Power:DependencyModelReciprocaldimensions Individualscedepowertotheextentthattheymust(orperceivetheymust)relyonotherstoaccomplishtasks. Individualswhoarerelieduponaccruepower.權(quán)力與沖突管理PowerandDependencyDependencyincreaseswhen: Jobsbecomemorespecialized Tasksbecomemoreinterdependent Authorityisdiffused Environmentbecomesmoreuncertain Technologyincreases權(quán)力與沖突管理Power:ExchangeModelNotmerelyacounteractiontodependencyPowerisanexchangeprocess.PartofsocialinteractionOrganizationisrunthroughaseriesofindividualnegotiations權(quán)力與沖突管理Power:ExchangeModelPerson1commandsresourcesneededbyPerson2Person1exchangesresources,inreturnPerson2complieswithPerson1’srequests權(quán)力與沖突管理Power:EmpowermentModelPowerisnotafiniteresource Organizationalpowergrowsthroughsharingit

權(quán)力與沖突管理Power:EmpowermentModelEffectiveuseofpowerrequirestrainingandexperiencePowercarriestheconcomitantneedtoactresponsibly.Empowermentusuallyfailsincaseswhereusershavenoperviousexperienceinitsuse.權(quán)力與沖突管理Power:EmpowermentModelModelhasgrowninpopularityfromrecognitionthatpowerlessnesshasadverseeffectsonorgs. e.g.,loweredmotivationand commitment權(quán)力與沖突管理Power:EmpowermentModelSourcesofPowerlessness1.OrganizationalCulture2.ManagementStyle3.JobDesign4.RewardSystems權(quán)力與沖突管理Legitimacyofpower

Peoplewillfollowdirectionorbepersuadedthroughanumberofcausessuchas…FearofconsequencesofnotobeyingDesireforrewardsNeedforresourcescontrolledbyanindividualBeliefinthelegitimacyofaperson’spowerI.e.,theywieldmoralauthorityorYoubelievethattheirdirectionwillresultinthegreatergoodforanorganizationLegitimacyisthemostdifficultwaytoachievepowerHardesttounseatonceit’sestablished權(quán)力與沖突管理Power-sourcesPeoplederivepowerfrom3basicsources:1.Thepositiontheyhold2.Theirpersonalcharacteristics3.Theresourcesorinformationtheycanaccessandcontrol權(quán)力與沖突管理PositionPowerPowerthatisaccruedbyvirtueofwhereyouareintheorganization:AuthorityLegitimatepower:Subordinatesobeyordersbecausetheyviewthemaslegitimateduetothepositionthatamanagerholdsintheorganization.權(quán)力與沖突管理PositionPowercontdControlofrewardsandpunishments: “Stickandcarrot”power.Mayalsobecoercivepower.Centrality:Thedegreetowhichapositionislinkedtoandimportanttotheactivitiesofotherindividualsandsubunits.權(quán)力與沖突管理PersonalPowerBasedonindividualknowledgeandabilityorpersonalinfluenceoverotherindividuals.Expertise:Basedonuniqueorspecialknowledge.權(quán)力與沖突管理PersonalPowerCharisma/Referent: Personalcharmandpersuasiveness. Referent-personisattachedtooridentifieswithanindividualandthereforecanbeinfluenced Individualswithcharismaoftendevelopreferentpowerbecausetheyattractotherstofollow.權(quán)力與沖突管理PersonalPowerCoercionPowerexercisedthroughfearofadverseconsequencesMyhaveadverseconsequencessuchasstress,turnoverandanxiety權(quán)力與沖突管理ResourceandInformationBasedPower

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

Conflict: “theprocesswhichbeginswhenonepartyperceivesthattheotherhasfrustratedorisabouttofrustratesomeconcernofhisorhers.”權(quán)力與沖突管理ConflictandNegotiation

Ingeneral,thelikelihoodofconflictincreaseswhen:PartiesinteractViewtheirdifferencesasincompatibleSeeconflictasaconstructivewayofresolvingdisagreements權(quán)力與沖突管理Conflictoccurswhen:Morespecifically,conflictoccurswhen:1.Mutuallyexclusivegoalsorvaluesexistinfact,orareperceivedtoexist,bythegroupsinvolved.2.Interactionischaracterizedbybehaviordesignedtodefeat,reduce,orsuppresstheopponent,ortogainamutuallydesignatedvictory權(quán)力與沖突管理Conflictoccurswhen:3.Thegroupsfaceeachotherwithmutuallyopposingactionsandcounteractions.4.Eachgroupattemptstocreatearelativelyfavoredpositioninrelationtotheother.權(quán)力與沖突管理Conflictisnotinherentlybad:Positiveoutcomes:Betterideas/decisionsNewapproachestosolveproblemsSurfacingandthenresolvingoflong-standingproblemsClarificationofindividualviewsIncreasedinterestandcreativity權(quán)力與沖突管理NegativeoutcomesofconflictNegativeoutcomes:IncreaseddistancebetweenpeopleClimateofmistrustandsuspicionResistanceratherthanteamworkIncreasedturnoverFeelingsofdefeat/humiliation權(quán)力與沖突管理PerceptionandconflictPerceptionsplayalargeroleinconflicts. Individualsmayframetheirperceptionsalong3dimensions:

a.Relationship/Task b.Emotional/Intellectual c.Cooperate/WinHowindividualsorgroupshandleconflictoftendependsonhowtheyframeitineachdimension權(quán)力與沖突管理Whethertheoutcomeofconflictisgoodorbaddependsonavarietyoffactors:SocioculturalcontextIssuesinvolvedCognitiveframe i.e.,competitiveoutlooksarelesslikelytoseeka compromiseorfunctionaloutcome4. Characteristicsoftheparticipants

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

權(quán)力與沖突管理Conflictresolutionstyles2.Collaboration problemsolvingwiththeaimofmaximizing satisfactiontoallparties(integratedsolution) workingtogethertoachieve commongoalsWorkswellwhen: Bothsetsofgoalsaretooimportantto compromise Feelingshaveinterferedwitharelationship權(quán)力與沖突管理Conflictresolutionstyles3.Compromise Sharingpositions,butnotmovingtoextremesofassertivenessorcooperationWorkswellwhen: Bothsetsofgoalsareimportantbutenoughsoto makeeitherpartyassertive Partieshaveequalpower Timepressuresaresignificant權(quán)力與沖突管理Conflictresolutionstyles4.Avoidance Withdrawingoravoidingtheconflict

Satisfyneithertheirownnortheotherparty’sconcernsWorkswellwhen: Issuesaretrivial Individualshavelittlechanceofsatisfyingtheir goals

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