managingconflictsofinterestppt20-经营管理(编辑修改稿)

managingconflictsofinterestppt20-经营管理(编辑修改稿)内容摘要：

le amp。 Organisations Stoking the fires Doing things by the book Poor or dysfunctional munication Picking flights Sabotage amp。 spoiling tactics Disregarding alienation amp。 isolation Public (ritual) humiliation Highlighting faults amp。 failures of others  Over time 232。 distorted perceptions amp。 raw, exaggerated emotions. Rational action unlikely. Chris Jarvis 11 Management, People amp。 Organisations Conflict resolution definition … . A process that has as its objective the ending of conflict between disagreeing parties. Bamp。 H pp 653 Chris Jarvis 12 Management, People amp。 Organisations How can we resolve the damaging effects of: Avoidance amp。 festering sores Acmodation amp。 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 amp。 bargaining power, a temporary, expedient deal. Chris Jarvis 13 Management, People amp。 Organisations Unitary and pluralistic frames of reference  Unitary  One set of values, beliefs, mitments  Shared understanding amp。 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 232。 the result of misunderstanding  Dissidents – the rabble hypothesis Alan Fox – Research Paper to the Donovan Commission 1968 Chris Jarvis 14 Management, People amp。 Organisations Unitary and pluralistic frames of reference  Pluralistic  Multiple。