978-0538731089 Chapter 8 Solution Manual

Unlock access to all the studying documents.

View Full Document

Chapter 8

Conflict Management: Techniques for Resolution

JUMP START

This scenario helps highlight the reality that, at some point in time, almost everyone who works

will be involved in conflict. Because Americans spend nearly three hours a week dealing with

conflict, learning how to do so and becoming proficient at it is vital to your success in the work

world.

Answers to Jump Start Questions

Answers will vary.

CHAPTER PREVIEW

OBJECTIVES

After studying this chapter, you should be able to:

8.1 Define conflicts, explain why they are increasing in the workplace, and identify techniques to

manage them

8.2 Explain emotional intelligence as well as the problem-solving and communication skills

needed to manage conflict.

8.3 Manage angry and hostile individuals.

8.4 Manage conflict within work groups.

8.5 Understand the methods organizations use to manage conflict.

PRESENTATION OUTLINE

(Supplementary Exercise 8.1)

Jump Start

8.1 Conflict Defined

A. Ask Yourself

8.2 Emotional Intelligence and Skill Sets

A. Emotional Intelligence

1. Self-regulation

2. Empathy

(Supplementary Exercise 8.2)

B. Ethics Connection

C. Skill Sets for Resolving Conflict

1. Active Listening

2. Focusing on Needs

3. Developing and Analyzing Options

(Case Study 8.1—Quick to Anger)

D. Global Connection

E. Ask Yourself

Chapter 8 Conflict Management: Techniques for Resolution 1

8.3 Managing Angry Confrontations

A. In the News

B. Ask Yourself

8.4 Managing Conflict in Groups

A. Causes of conflict in groups

1. Mutual Antagonism

2. Organizational Reliance

3. Goal Ambiguity

4. Labor Management Disputes

5. Unclear Roles

B. Technology Connection

C. Options for Dealing With Group Conflict

(Supplementary Exercise 8.4)

(Case Study 8.2—Throwing Her Weight Around)

D. Ask Yourself

8.5 Organizational Solutions to Conflict

A. Informal IDR

1. Open Door Policies

2. Human Resource Departments

3. Ombuds

4. Telephone or Web Hotlines

B. Formal IDR

1. Grievance Procedures

2. Peer Review

3. Mediation

4. Arbitration

C. In the News

D. Ask Yourself

TEACHING-LEARNING SUGGESTIONS

Supplementary Exercise 8.1 (Personal Decision Making)

Introduce Chapter 8 by asking students what they dislike about interacting with others at school,

work, or other volunteer organizations. Most likely the answers will center around conflict. Then

point out how, in general, conflict makes us feel. Help students realize that avoiding conflict

rather than handling it in a healthy and constructive way can help us feel frustrated and

uncomfortable. Therefore, learning how to handle it positively can be a positive for them both at

work and in life.

8.1 Conflict Defined

Conflict is present in today’s workplace for a variety of reasons. Understanding why it occurs

and how it can be channeled positively is crucial for today’s workforce.

Answers to Ask Yourself

8.2 Emotional Intelligence and Skill Sets

Conflict management relies on high levels of emotional intelligence as well as sophisticated

communication and problem solving skills. Remind students that these skills take practice and

2 Human Relations—Instructor’s Resource CD

they should not expect to master them overnight. It is important, after an incident, to analyze

how it was handled and what could have been done to handle it better.

Supplementary Exercise 8.2 (Strengthening Your Empathy)

Use Teaching Master 8.1 as a handout to discuss how to improve empathy. Have the students

divide into pairs. One will be Student A and the other will be Student B.

Student A will first express a viewpoint. Student B will follow the pointers in T.M. 8.1 to

empathize. Then the students will trade places. Student B will express a viewpoint and Student

A will empathize. Students may make up their own scenarios or you may use some of the

following:

Cannot find a job because of a back injury.

Unable to turn in a term paper on time because of a sick child.

Cannot move to Timbuktu to take a promising job.

Must go on an emergency trip to deal with a sick relative out of state even though you are

strapped financially.

Answers to Ethics Connection

Answers to Global Connection

Answers to Ask Yourself

8.3 Managing Angry Confrontations

Supplementary Exercise 8.3 (Handling Angry Confrontations)

Have students divide into groups of three. Each will take one of the following roles:

Person 1 angry, yelling

Person 2 being yelled at

Person 3 critiques performance of person #2

Introduce the following scenarios or make some up. Give the groups 4 minutes to play out the

scenario. Person 1 is expected to yell and be angry. Person 2 is expected to follow the techniques

introduced in this chapter. After the 4 minutes has elapsed, Person 3 should evaluate Person 2’s

performance and how well they utilized the skills presented.

Chapter 8 Conflict Management: Techniques for Resolution 3

Repeat this exercise three times so all students have a chance to be Person 1, 2, and 3.

After the exercise is over, debrief the class. Ask the following questions:

1. Was it harder to use the skills presented than you thought it would be?

2.If you were not expecting a tirade would it be hard or easy to recall and practice these

skills?

3. Did you attempt to problem solve before the individual had finished venting? If so, did

that make the other individual more or less angry?

Scenarios:

Person 1 is dining and Person 2 is wait staff. Person 1, your meal is slow arriving and

your steak is running blood. You like your steak well done. This is an expensive

restaurant.

Person 1 owes $4,000 in property tax which needs to be paid today. Person 1 thinks the tax

is outrageous. Also, Person 1 has recently lost his/her job and is struggling. Person 2

works at the counter collecting the taxes.

Person 1 has a child in elementary school who has been accused of cheating on a test.

Person 1 does not believe this is true and is furious. Person 2 is the teacher who sent home

the note about the child cheating.

Answers to In the News

Answers to Ask Yourself

8.4 Managing Conflict in Groups

Supplementary Exercise 8.4 (Facilitation)

Ask for 6 volunteers from the class. Give them the following scenario, using Teaching Master

8.2. Ask one individual to volunteer to be the facilitator. Give 3 other students the instructions

on p.2 of the Teaching Master.

Pass out the Meeting Agenda to both participants and students. Explain to the group that the

supervisor, Julio, has been unexpectedly called to a meeting and one of the team members has

agreed to facilitate the meeting. The meeting must last no more than 15 minutes because the

group needs to complete a big project by 5 p.m. that afternoon. Turn the meeting over to the

facilitator.

4 Human Relations—Instructor’s Resource CD

After the meeting is over, debrief with the students. Ask the following questions:

Was being the facilitator hard without having the formal power of the supervisor?

Were the other group members frustrated by the behavior of the three individuals you

asked to disrupt the meeting?

Did the group feel the facilitator utilized the skills highlighted in the text? Ask them to be

specific.

What was done well?

What could have been done better?

Answers to Technology Connection

Answers to Ask Yourself

8.5 Organizational Solutions to Conflicts

Answers to In the News

Answers to Ask Yourself

KEY TERMS DEFINITIONS

Conflict a mental struggle resulting from incompatible or opposing needs, drives, wishes, or

external or internal demands

conflict management is a process in which the parties cooperate and work together to reach

a solution that is agreeable to all.

third-party conflict manager a person who helps others defuse and resolve conflict

reality checking a resolution technique which helps explore the consequences of a particular

resolution to conflict

win-win options resolution options that satisfy the interests of both parties

saving face refers to maintaining a good image and is a technique in conflict resolution

where you do not force the other person to admit they were wrong or have backed down

Chapter 8 Conflict Management: Techniques for Resolution 5

internal dispute resolution (IDR) methods organizations use to deal with conflict outside of

open door policy policy allowing you to talk with any level of management at any time

ombuds individuals who provide informal, confidential help for those who want their

grievance procedure provides a formal structure and outlines the steps an employee should

peer review process a process whereby employees, generally volunteer, sit on a panel and

mediation a voluntary process whereby a neutral third party presides over a formal

caucus a discussion in private by a mediator with one of the parties to the mediation

arbitration a process whereby a dispute is submitted to an impartial person or panel that

binding if a decision is binding in arbitration, it is final, the parties must follow it, and it

SUGGESTED RESPONSES TO REVIEW QUESTIONS

1. Conflict is a mental struggle resulting from incompatible or opposing needs, drives,

2. Trustworthiness, integrity, objectivity, benevolence, empathy, conscientiousness,

3. Active listening, ability to focus on needs rather than positions, and the ability to analyze

4. (a) Try not to take the confrontation personally, (b) speak softly, (c) deal with emotions

5. Causes of conflict in and between work groups may be mutual antagonism, organizational

6. Techniques can you use to resolve conflicts in work groups are competing,

7. IDR stands for Internal Dispute Resolution. IDR may be informal and take the form of

CRITICAL THINKING

6 Human Relations—Instructor’s Resource CD

3. Answers will vary. It is impossible to ever be totally objective so it is imperative that we

4. Answers will vary.

5. Answers will vary. Be sure that students understand that avoidance is sometimes a good tool.

6. Answers will vary. When you believe a conclusion has been reached, you can say, “Let me

CASE STUDIES

Answers to Case Study 8.1 (Quick to Anger)

1. Jacqueline has failed to think about whether getting an attorney is the best way to handle the

2. Answers will vary. If Archie is really more qualified; he is entitled to the job. Jacqueline will

3. Selina is using questions to reality check.

4. Answers will vary. It is highly doubtful Jacqueline, in her anger, would have carefully listened

Answers to Case Study 8 2 (Throwing Her Weight Around)

1. Answers will vary. Ask students whether they feel the culture of the organization would

2. Answers will vary. Point out that Monique has made a threat and if she does not follow

3. Answers will vary. Ask students to review their confrontations and the one in this scenario.

HUMAN RELATIONS IN ACTION

1. 12 Angry Men

Answers will vary.

Describe some positions that are displayed.

Chapter 8 Conflict Management: Techniques for Resolution 7

Name some underlying needs.

Name several standards or benchmarks jurors utilized to base guilt or innocence.

What influenced using those standards?

What emotional intelligence was displayed?

What communication skills were displayed?

How were options developed?

What techniques were used to help jurors move toward resolution?

Did juror #8 help others save face? If so, how?

What facilitation skills were used?

8 Human Relations—Instructor’s Resource CD

2. Scenario

Answers will vary. You would expect to go through anger, disbelief, and frustration at your

Chapter 8 Conflict Management: Techniques for Resolution 9