Unlimited Pages and Expanded Fea MANAGEMENT THEORY Dominating style minus Obliging style-represents a party's concern (high-low) for self or others. These two dimensions represent the problem solving and bar- gaining styles for handling conflict, respectively. A problem solving style repre- sents a party's pursuit of own and others' concerns, whereas the bargaining style represents a party's pursuit of own or others' concerns. A High-High use of the problem solving style indicates attempts to increase the satisfaction of concerns of both parties by finding unique solutions to the problems acceptable to them. A Low-Low use of this style indicates reduction of satisfaction of the concerns of both parties as a result of their failure to confront and solve their problems. A High-Low use of the bargaining style indicates attempts to obtain high satisfaction of concerns of self and providing low satisfaction of concerns of others. A Low- High use of this style indicates attempts to obtain the opposite. Compromising is the point of intersection of the two dimensions, that is, a middle ground position where a party has an intermediate level of concerns for own and others. The problem-solving dimension is appropriate for managing strategic conflict for enhancing double-loop organizational learning and effectiveness. The bargain- ing dimension is appropriate for managing tactical or routine day-to-day conflict. This approach to conflict management will maintain single-loop learning. To summarize, the design for conflict management discussed above suggests that effective management of conflict involves the following processes: 1. A moderate amount of substantive conflict should be attained and main- tained for nonroutine tasks. 2. Affective conflict should be minimized. 3. Organizational members should learn to select and use each of the five styles of handling conflict depending on the nature of the situations. Managing Conflict Process The management of organizational conflict involves the processes of diagno- sis of and intervention in conflict. Diagnosis provides the basis for intervention. This process is shown in Figure 4. Figure 4 Process of Managing Conflict Diagnosis Intervention Conflict Learning & Effectiveness Measurement • Analysis Leadership • Culture • Design Amount of Conflict ⚫Conflict Styles • Individual Group • Organization Feedback The International Journal of Conflict Management, Vol. 13, No. 3, 2002/n3. Scenario building you suggest? This can also include how units or teams are organized. Explain, briefly, why these changes would be beneficial. b. In 1-2 paragraphs, share why (or why not) your suggested changes and interventions in your organization or unit would be successful conflict management strategies. c. Include risks you see in implementing these ideas-such as resistance to change, or other factors you believe are important to consider. d. Finally describe the benefits to the organization, unit, and you personally if these changes were realized./nFor this assignment, you are only going to be considering diagnosis/analysis and intervention. 1. Diagnosis/Analysis a. Describe your experience of substantive and/or affective conflict in your organization, team, and/or unit. 2. Intervention i. How often does each conflict occur? (Constantly, daily, weekly, etc.). Please provide some description, not just a one-word answer. ii. What, if any, conflict handling style(s) are uses within the organization, team, or unit? Please be specific. iii. What or who are the source(s) of conflicts (Is it a person, a team, group?) Does it occur within particular areas of the organization, or between particular people or groups? iv. How does the type and source of conflict and/or conflict handling style impact organizational (team or unit) learning and effectiveness? Provide some details about the connections between conflict, conflict handling, sources, and effects on learning and effectiveness within your organization. a. Process (see Rahim p226-227) i. Describe a realistic plan that you would suggest for the organization to reduce affective conflict and manage substantive conflict: 1. Describe how the organization can teach conflict handling styles and how to better match conflict types with conflict handling styles 2. Describe specific leadership roles or behaviors (that are currently missing) needed to affect positive change concerning conflict and conflict handling 3. What kind of organizational culture changes will be important to develop in order to implement effective, lasting changes? What is currently missing from the culture that will need to be developed? b. Structure (see Rahim pp227-228) i. Describe a realistic plan which focuses on organizational or unit structure to reduce affective conflict and manage substantive conflict: 1. What changes, if any would you suggest for the overall reporting and/or hierarchy within the unit? What other kinds of structural changes would

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