1. Goals and Conflict Management
Goal Setting Model:
Assigned goals
Self-efficacy expectations
Personal goals
Performance

2. What causes conflict between groups?
Work Interdependence
Pooled Interdependence
No interaction among groups
Each group performs separately
Sequential Interdependence
One group must complete its task before another group can complete its task.
Reciprocal Interdependence
Requires the output of each group to serve as input to other groups in the organization.

3. What causes conflict between groups?
Goal Differences
Mutually Exclusive Goals
Limited Resources
Mutual dependencies increase and any differences in goals become apparent.
Different Time Schedules.
Perceptual Differences
Inaccurate Perceptions
Often cause one group to develop stereotypes about other groups.

4. Consequences of Group Conflict
Within Groups
-Decreased cohesiveness
- De-emphasis on loyalty
- Decrease in level of autocracy
- Loss of focus on Activity
Between Groups
- Distorted Perceptions
- Negative Stereotyping
- Decreased Communication

5. Stages of Conflicts 1.) Perceived Conflict Perceived conflict exists
Cognitive awareness of at least one party that events have occurred
(or) Favorable conditions exist to creating overt conflict

6. Stages of Conflicts 2.) Felt Conflict Emotional involvement.
“Sensed” anxiety, and/or hostility.
3.) Manifest Conflict
Actively engagement in conflict behavior
Typically apparent to 3’rd parties.

7. Positive/negative Group Roles
Positive Roles
Inquirer
Contributor
Elaborator
Reviewer
Evaluator
Energizer
Negative Roles
Dominator
Blocker
Cynic
Security seeker
Lobbyist
Pontificator

8. Conflict Management Guidelines
Pick your battles:
Be selective of your conflicts
Ask yourself: is this necessary?
Evaluate the participants in a conflict
Bullies?
Passive/aggressive?
Typically neutral?
Assess the source of the conflict
What is behind this?
Know your conflict-management options & select the best one

9. Conflict-Management Strategies
Avoidance
Accommodation
Compromise
Collaboration
Competitiveness

10. Negotiations: Definition:
A process in which 2 or more parties attempt to reach acceptable agreement in a situation that has some level of disagreement.

11. Suggestions for Negotiation
Separate the people from the problem
Focus on what people really mean
Rather than what they say
Invent options for mutual gain
“Win-Wins”
Use objective criteria
Sleep on it
Not all decisions have to be made instantaneously

12. Negotiation Separate the people from the problem
Focus on what people really mean
Invent options for mutual gain
Use objective criteria
Strategies for Third-Party Interventions
Mediation
Process consultation
Organizational changes

13. How to Encourage Employees to Accept Goals
Provide support for goal completion
Encourage employees to participate in each step of the goal-setting process
Pay attention to each employee’s capabilities when setting goals for or with employees
Reward those who complete their goals

14. Causes of Conflict Within Organizations
Competition for resources
Task interdependence
Jurisdictional ambiguity
Status struggles
Communication barriers
Differences in values and beliefs

15. Stages in Team Development
Forming
Storming
Norming
Performing
Transforming

16. Managing Intergroup Conflict
Bringing in outside individuals into the group
Altering the group’s Structure
Techniques to promote functional consequences.
Promoting a Constructive Climate
Influencing the Balance of Power
Confronting the situation
Stimulating Competition

17. Third-Party Interventions
Mediation
Acts as a facilitator
Uses reasoning, suggestion, and persuasion.
Arbitration
Third party has the power (authority) to impose an agreement.
Conciliation
Third party is someone who is trusted by both sides
Serves primarily as a communication link between disagreeing parties.

18. The Goal Setting Process
First: Do your homework!
Establish challenging but attainable goals
Clearly specify the objective of the goal to be completed
Establish a plan of action
Set priorities if there are multiple goals
Determine coordination/support
Specify the deadline or window
Reviews:
Determine in-process reviews
Specify how the employee’s performance will be measured
Coordinate reviews with incentives

19. Employees Must Buy-In to the Process
Provide support for goal completion
Encourage employees to participate in each step of the goal-setting process
Incentives:
Reward those who complete their goals