15 Apr This week’s topic: Resolving ConflictWatch VideoVi
This week’s topic: Resolving ConflictWatch VideoVideo URL http://youtu.be/YyhOT3jCcR4Think of a conflict you have had recently or that youobserved among others that you feel was resolved in a positive manner. Next,think of a conflict you have had or observed that did not resolve positively.What was the difference? Compare and contrast the characteristics that led to apositive resolution in one situation and a negative or no resolution in theother situation.Week 2Discussion BoardThis week’s topic:Watch PresentationChapter 7 noted that female employees report that their malecoworkers tend to offer solutions without much problem inquiry. Do you thinkthis is an accurate observation? Explain your point of view.Week 3Discussion BoardThis week’s topic:Watch VideoVideo URL http://youtu.be/6eoyPvHfugU1. Watch this video clip of Professor Daniel Shapiro, Directorof the Harvard International Negotiation Initiative and faculty member atHarvard Law and Medical School. What do you think about Dr. Shapiro’s belief inthe importance of the emotional component when dealing with conflict?2. What are the benefits of third-party intervention by amanager among the employees he or she manages? What are the drawbacks?3. Describe specific conflict situations in your work, orthat you might anticipate when you become a manager, and discuss how you mightintervene to help the parties resolve their issues.Week 4Discussion BoardThis Week’s Topic:Please respond to BOTH of the following:Read the following situation and decide whether you woulduse joint decision-making, consultative decision-making or directivedecision-making to address the situation. Then, briefly explain your choice tous:Your boss is breathing down your neck to continue cuttingcosts in your department and become more lean. You have slashedyour budget as thinly as possible without resorting to pay cuts, overtimereductions, reduced work schedules, and other measures that could affect yourteam member’s pocketbooks and even their future with the company. You are stillcommitted to avoiding such measures, but they are not sure you can. So far, youhave not asked the team for their input on ways to cut costs. You are not surewhether or not you should talk with them now.Read the following situation and prepare an assertiveconfrontation message and tell us what points you will use in your message. Whydid you choose these points for your message?Manuel has become a broken record. For weeks, he has comeinto your office to complain about something. Often, his complaints have to dowith the way his co-workers are performing. Sometimes, he complains about aspecific co-worker and subtly implies how superior his performance is to theco-worker. He then suggests how underpaid he is. Occasionally, he has eventhreatened to quit and find a better position elsewhere. Manuel is a goodperformer, but on average no better or worse than his co-workers. You wouldlike to pay everyone more, but budget and market considerations don’t allow it.Also, you do not feel additional pay is warranted for Manuel in comparison tohis co-workers. Also, you want the complaining to stop.
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