...Conflict Management Plan MGT/311 December 2, 2012 Nora Navarrete Abstract This paper answers the following questions about conflict management plan. There is a conflict between two employees, James and David that needs to be addressed before forming work teams. The following answers what conflict resolution techniques are the best for this situation and how roadblocks are handled if they occur. There is always going to be conflict in the workplace, but the best solution to conflict is what is best for the business and what makes it successful. 1. Which of the available conflict management strategies is most appropriate for the current situation with David and James? Provide your rationale, including what factors you considered in making your selection. Your response should be at least 100 words. The most appropriate strategy to deal with the current situation with David and James would be the collaborating technique. Since not all the information is known, the best thing to do would get them together with a mediator to let them explain their side of the story. A lot of unknown information could come out in this meeting and explain a lot of things that are going on. James is assuming David was intentionally causing him problems that may not have been intentional and out of David’s control. While collaborating on these issues, the real reason while things were happening...
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...There are five major types of strategies that management could use to resolve conflicts in the work area. The five strategies are accommodating, compromising, collaborative, avoiding, and competing. Depending on the urgency and the type of conflict in the workplace, will decide what conflict strategy would be used to resolve the conflict at hand. Recognizing the conflict and the conflict management strategies strengths and weaknesses will assist management in developing a conflict management plan to solve the conflict between David and James. Each of the five management strategies has its own strengths and weaknesses that management needs to be aware of in order to settle a conflict. The accommodating strategy is low in assertiveness and high in cooperation. This strategy puts the others needs or interest before his or her own just to maintain a harmonious relationship. In certain conflicts this could be fine because it allows the other party to feel like they have won the conflict, which could lead to a faster resolution. The problem with the accommodating strategy is the outcome is of low importance. The compromising strategy is moderate assertiveness and moderate cooperation. Using the compromising strategy there is no clear winner or loser. The compromising strategy is defined as “giving up more than you want”. This strategy is used as a temporary solution to the conflict not a permanent one, which could create a bigger problem later. The compromising strategy...
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...of Phoenix Material Conflict Management Plan 1. Identify the available conflict management strategies and their strengths and weaknesses. |Strategy |Strengths |Weaknesses | |Competitive strategy |▪Short term outcome. Rise in output/result |▪Fails in the long- run. It reduces the | | |▪ Provides a quick resolution. |inter-personal connections. | | | |▪ Could potentially cause poor relationship | | | |between competing parties | | | |▪ Reach solution at the expense of others. | |Avoidance strategy |▪ Avoids disruption |▪It doesn't provide any solution by | | |▪Leads into instant optimistic outcome. |itself. | | |▪Cools down the sentiments as well as |▪ Failure to reconcile differences of | | |temperament and therefore let folks to look|original conflict. ...
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...University of Phoenix Material Conflict Management Plan 1. Identify the available conflict management strategies and their strengths and weaknesses. |Strategy |Strengths |Weaknesses | | |It creates the need for others to |Not always all members work towards the same| | |participate in order to get the tasking |issue. | |Collaboration |done. | | | |It makes a member or members of the team to|If promises can’t be kept, then team cannot | |Compromising |assure others that resolution will be |function after that. | | |final. | | | |Putting ones interest in prospective and |Can result in misleading the other side of | | |concentrate in others rather than solve or |the problem, giving them false sense of | |Accommodating |accomplished his or hers. |security. ...
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...University of Phoenix Material Conflict Management Plan 1. Identify the available conflict management strategies and their strengths and weaknesses. Strategy | Strengths | Weaknesses | Conflict Avoidance | Walking away from conflicts allow time for each parties involved to calm down, take a breather and think about what to say before re approaching the situation. | Avoiding conflicts means there was no solution to the problem or situation. Unresolved problems or situations can intensify overtime. | Conflict Intervention | A mediator can sit down with the parties involved in the conflict to help them come to a mutual agreement. | The mediator showing favoritism by choosing one party over the next which will escalate the situation instead of coming to a resolution. | Compromise | A deliberation with the parties involved which may or may not include a mediator to come to a mutual understanding that is beneficial to both parties | People who compromise sometimes feel as if they gave up too much or receive too little and are sometimes looked at as being weak. | Effective Communication | Expressing ones feelings assertively and not aggressively can lead to a happy medium with both parties involved. | Playing the blame game will heighten the situation instead of solving it. | Competition | Work to develop a common understanding and agreement, not trying to determine who is going to win or lose. | Viewing the situation as a competition where as one has to lose will not only...
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...University of Phoenix Material Conflict Management Plan 1. Identify the available conflict management strategies and their strengths and weaknesses. |Strategy |Strengths |Weaknesses | |Personal Interview and review |Lets the employees say what they want |Might cause them to lie to make the other | | |behind close doors, so they can speak |employee look bad | | |freely | | | |Lets management get an outside look of the |Some employeed may be biased already towards| |Ask other coworkers their knowledge of the|problem and talk to other employees |the situation | |incident | | | | | | | | |Will allow a definitive look into what is |Could cause HR problems and worker strike | |Place cameras and supervisors to watch |happening on the line and let other |because they are being filmed while...
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...Conflict Management Plan 1. Identify the available conflict management strategies and their strengths and weaknesses. Strategy | Strengths | Weaknesses | Accommodating Strategy | High on cooperation. Entails giving the opposing side what it wants. Appeases others by downplaying conflict and protecting relationships within the team. | Low on assertiveness. May develop resentment. Credibility and influence can be lost. | Avoiding Strategy | Reserved for trivial issues. Allows for parties involved to cool down. | No assertiveness and no cooperation. Those who avoid conflict have low esteem or hold a position of low power. Postponing an issue may make matters worse. | Collaborating Strategy | High cooperation and high assertiveness. Mutually beneficial outcome for all. Teamwork and cooperation help everyone achieve their goals while also maintaining relationships. | The process takes lots of time and energy. Some may take advantage of other people’s trust and openness. | Compromising Strategy | Both sides of a conflict to give up elements of their position in order to establish an acceptable solution. Team members hold equivalent power. | Each team member has to give up something, and intentions are not always fixed. Important values and long-term objectives can be derailed in the process. | Competing Strategy | High on assertiveness. Short-term outcome. | Low on cooperation. Fails or does not work in the long run. Can escalate conflict, and losers...
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...University of Phoenix Material Conflict Management Plan 1. Identify the available conflict management strategies and their strengths and weaknesses. |Strategy |Strengths |Weaknesses | |Cross train all staff |Once all staff is cross trained, separate |Everyone is not able to remember everything | | |Dan and Clyde |when being cross trained | |Conduct a meeting with Dan and Clyde |Dan and Clyde can talk about their problems|It could make things worse | | |with each other and gives me a better | | | |clarification of what’s going on | | |Team building project |It could build them closer together and |Everything can just fall apart and they can | | |they can put their differences aside to get|get absolutely nothing done | | |the work done | | |Threaten Dan and Clyde that they will lose|They will still be able to work together |Dan or Clyde might quit ...
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...University of Phoenix Material Conflict Management Plan 1. Identify the available conflict management strategies and their strengths and weaknesses. Strategy Strengths Weaknesses Collaborating By working together can lead to creative solutions. Time and energy Compromising Serving the common good of the team If others cannot compromise Accommodating Serving others needs to come to a conclusion Other team member’s ideas are lost. Competing Generating lots of ideas Can cause conflict Avoiding If an underling issue exists the team can focus at the task at hand. Team member do not submit ideas 2. Which of the available conflict management strategies is most appropriate for the current situation with David and James? Provide your rationale, including what factors you considered in making your selection. Your response should be at least 100 words. A good manager will know how to resolve conflict in the work place by reducing hostility and aggressiveness which must address the needs and concerns of everyone involved including the manager. By addressing all the teams needs would give greater satisfaction to everyone involved and a feeling of resolution. Compromising – This strategy may serve all the team’s needs, the manager can explain to all parties involved that some compromise needs to exist to serve everyone needs and to show them the way they will all benefit. 3. If the selected strategy is not successful, what is your alternate strategy...
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...Communication Plan Select the most appropriate channels to communicate the change to the employees, and explain why you selected these channels. The communication channel is the driving force for the changes to be successful. After reviewing the material involving the change management, plan the most appropriate channels of communication are face-to-face, and e-mail. When communicating face-to-face the decision-makers can ensure proper deliver, answer questions, requires participation, and receive feedback. Using e-mail is also an efficient way to convey the change to the workers. This technique additionally permits the identical information to be sent (Robbins, Judge, 2011). The information sent is vital so workers are not getting different information regarding the change. The e-mail method also ensures every employee understands the details of the change, and allows document to be kept in employee files (Robbins, Judge, 2011). To maintain the vision of the company, managers should reassure the employees by using the most effective channel of communication. To ensure the best outcome the communication method should be sent clearly (e-mail), the receiver must listen (face to face), be appropriate for the situations (face- to- face), and have an association. Face-to-face and e-mail methods aids in fighting the effects of misinformation, misunderstandings, and help sell the need for change (Robbins, Judge, 2011). Both communication channels are highly effective to establish...
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...Conflict Management Plan MGT/311 Version 1 1 University of Phoenix Material Conflict Management Plan 1. Identify the available conflict management strategies and their strengths and weaknesses. Strengths Strategy Weaknesses Could potentially cause poor relationship between competing parties. Reach solution at the expense of others. Time consuming to gain agreement on solution. Mandates effort for all parties involved. Competition Provides a quick resolution. Confront unpopular actions. Collaboration Avoidance The ability to solve initial issue. Builds relationship for future projects. Shared responsibility of resolution. Less stressful because of win-win outcome. Avoids disruption. Buys time to gather thoughts. Failure to reconcile differences of original conflict. Negligence of having a resolution. Temporary solution. Management puts his or her goals on hold so others can achieve their goals. Requires extensive cooperation. Temporary solution. A potential lose-lose situation because parties might not be satisfied. Need for monitoring to ensure that each party lives up to their end of the bargain. Can not be used for complex issues. Accommodation Compromise Allows the ability access the situation from every angle. Preserves future relationships. Ability to prioritize issues that are more important. Efficient resolution. Effective for non complex issues. 2. Which of the available conflict...
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...University of Phoenix Material Conflict Management Plan 1. Identify the available conflict management strategies and their strengths and weaknesses. |Strategy |Strengths |Weaknesses | |Problem Solving |With this method both employees are able to|The employees can become more aggressive in | | |meet face to face and are able to identify |the presence of each other | | |what problems they have with each other | | |Altering the human variables |Using human resource training can help the |Employees can just go through the training | | |employees understand the rules and why they|and ignore what they learned | | |should work together. | | |Superordinate goals |With this they can work together and get to|The employees can just get through the | | |know each other and try to smooth out any |assignment and ignore each other or created | | |problems that they may have |more conflict with ideas. | |...
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...IV.D.2 What’s My Affect Intensity? Indicate the extent to which you agree or disagree with each of the following statements using the response scale below. 1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree 1. I experience my emotions intensely. 2. I feel others’ emotions. 3. I am passionate about causes. 4. I enjoy examining myself and my life. 5. I try to understand myself. 6. I seldom get emotional. 7. I am not easily affected by emotions. 8. I rarely notice my emotional reactions. 9. I experience very few emotional highs and lows. 10. I don’t understand people who get emotional. Source: L. R. Goldberg, J. A. Johnson, H. W. Eber, R. Hogan, M. C. Ashton, C. R. Cloninger, and H. G. Gough, “The Interpersonal Personality Item Pool and the Future of Public-Domain Personality Measures,” Journal of Research in Personality, 2006, 40, 84-96. Analysis Scoring Key To score the measure, first reverse-code items 6, 7, 8, 9, and 10 so that 1=5, 2=4, 3=3, 4=2, and 5=1. Then, compute the sum of the 10 items. Scores will range from 10 to 50. Your score is: ______ Interpretation People differ in the strength with which they experience their emotions. Some individuals experience and display their emotions intensely, while others experience and display their emotions mildly. For example, while watching a sad movie, one person may burst into tears, while another...
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...Departmental Success Riordan Manufacturing is currently gathering a team of employees that will support a new product. Employees will be selected from nearby plants and additional employees will be hired depending on the volume of sales. Recently, a self-assessment was completed by each employee in the organization. The survey was focused on the areas of: job satisfaction, emotional intelligence, decision making, engagement, current feelings, and affect intensity. The information from these assessments will be used to create a work team. Each employee’s results along with their tenure and demographic information will be compiled to complete the plan. Team Formation Strategies To create an effective team one must decide which type of team best suits the organization. Problem solving teams are based on the notion that no one person has the authority to make a decision. These teams usually meet a few times a month to discuss and align on the project at hand. The unique aspect of problem solving teams is that decisions need to be made with a group consensus. Self-managed teams are teams that do not operate with positional authority. Customarily, a manager is responsible for providing communication, planning, and making the final decisions. In a self-managed team, the manager delegates responsibilities and decision-making to the team. The goal of this type of team is to create a better outcome through teamwork. Cross-functional teams are teams that are pieced...
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...Introduction In this paper Team A is responsible for developing teams for Riordan Manufacturing’s newly designed CardiCare Valve heart valves. The location of these teams is in Pontiac, Michigan, which produces plastic parts for the organization. Team A will develop a Team Strategy Plan of which we will identify several strategies in building viable teams, identify challenges or barriers that may occur, determine the best approach, and measure the teams efficiency. While developing these teams, Team A will create a Conflict Management Plan of which we will analyze the teams strengths and weaknesses, implementation of different conflict management strategies, select the best approach, identify potential challenges, and consider alternate strategies that will foster an efficient team. The Various Strategies Available to Build Teams Riordan Manufacturing is striving to create the perfect teams of employees to generate the best possible production of the newly designed CardiCare Valve heart valves. Creating those perfect teams requires much planning and organization. An important thing that Riordan needs to think about when trying to construct their teams is the number of members of each of the team. Generally speaking, the most effective teams have five to nine members (Robbins & Judge, 2011). When teams are larger, coordination and communication amongst its members may be an issue making it harder to get work done. Another thing for Riordan to consider when building...
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