managingconflictsofinterest(編輯修改稿)
2025-01-28 12:13 本頁面
【文章內(nèi)容簡介】 oking the fires ?Doing things by the book ?Poor or dysfunctional munication ?Picking flights ?Sabotage spoiling tactics ?Disregarding alienation isolation ?Public (ritual) humiliation ?Highlighting faults failures of others ?Over time ? distorted perceptions raw, exaggerated emotions. Rational action unlikely. Chris Jarvis 11 Management, People Organisations Conflict resolution definition ?…. A process that has as its objective the ending of conflict between disagreeing parties. BH pp 653 Chris Jarvis 12 Management, People Organisations How can we resolve the damaging effects of: ?Avoidance festering sores ?Acmodation resentment on giving ground ?The dilemma of petition – creativity, energy * then losers at the tape ?War – attrition, diversion of resources, defend/attack, subjugation to the victor. ?Suboptimisation arising from promise. ?Negotiation bargaining power, a temporary, expedient deal. Chris Jarvis 13 Management, People Organisations Unitary and pluralistic frames of reference ? Unitary ? One set of values, beliefs, mitments ? Shared understanding mitment to objectives ? One source of leadership ? Team members All pulling in the same direction ? Potential for harmony is assumed provided leader municates well ? Disagreements ? the result of misunderstanding ? Dissidents – the rabble hypothesis Alan Fox – Research Paper to the Donovan Commission 1968 Chris Jarvis 14 Management, People Organisations Unitary and pluralistic frames of reference ? Pluralistic ? Multiple values, beliefs, mitments and objectives ? Diverse
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