13.conflict mgntmotivation

8/8/2019 13.Conflict MgntMotivation

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Motivation

You want me to do what?



The Nature of

MotivationMotivation The psychological forces acting on anindividual that determine:

Direction—possible behaviors the individualcould engage inEffort—how hard the individual will workPersistence—whether the individual willkeep trying or give up

Explains why people behave the way they do

in organizations



Intrinsic MotivationBehavior that is performed for its own sake.

The source of the motivation that comesfrom actually engaging in the behavior.

The sense of accomplishment andachievement derived from doing the workitself

Extrinsic MotivationBehavior that is performed to acquire

material or social rewards or to avoidpunishment. The source of the motivation is theconsequences of the behavior and not thebehavior itself.



To Motivate...

Leader must balance emphasis onproductivity with emphasis onemployee satisfaction



To Motivate...

Set clear, effective goals

developed participatively

specific targets, criteria, timelinelinked with organizational goals

appropriate, consistent, equitable

challenging but attainable

Make work intrinsically motivating



To Motivate...

Communicate oftenInformation is primary resource

Provide feedback on goalsBe sensitive to individual needscommunication preferences

valued outcomesShape behavior using rewards andreprimands as appropriate



88

Relationship Between

Satisfaction andPerformanceEMPHASIS ON PERFORMANCE

EMPH A

SISON

SATIS FACTI ON

LOW HIGH

HIGH

LOW

Indulging Integrating

Ignoring Imposing



Leader Involvement andSubordinate Performance

Leader’sinvolvement(How much

should Iprovide?)

Subordinates’expectations

(How much help

do they want?)

Taskcharacteristics

(How much help isneeded?)

Organizationalstructure and systems

(How much help isalready available?)

Subordinate’sperformance

andsatisfaction



Model for MotivationEnhancement

1.GOALS/EXPECTATIONS

• Accepted• Challenging and specific• Feedback

2.ABILITY

• Aptitude• Training

• Resources

4.EQUITY

• Social comparisons• Personal expectations

5.SALIENCE

• Personal needs6.

TIMELINESS

EFFORT(Desire and

Commitment)PERFORMANCE

3. OUTCOMES(Rewards and

Discipline) SATISFACTION

Absenteeismand Turnover

+

-



Managing Conflict

Why can’t we all just get

along?



Diagnosing Conflict

Conflict focus

People-focused: “In-your-face”

confrontations – high emotions fueledby moral indignation

Issue-focused: Rational resource

allocation negotiations



Conflict ManagementApproaches

Forcing Collaborating

Compromising

Avoiding Accommodating

Assertive

Unassertive

Uncooperative Cooperative

COOPERATIVENESS

A S

S E

R T

I V E N E

S S



Likely Outcomes forConflict Approaches

• Forcing – You feel vindicated, butthe other party feels defeated

•

Avoiding – Problems don’t getresolved• Compromising – Participants

seek expedient, not effective,solutions

• Accommodating – Other personcan take advantage of you

• Collaborating – Problem likely to



When to Use ConflictManagement Techniques

Avoiding: small issue, limitedtime/resources

Accommodating: keeping harmony,using small favor to get larger one

Forcing: emergencies, when only oneright way exists, prevent others fromtaking advantage



When to Use ConflictManagement Techniques

Compromising: late in conflict, whenpartial win is better than none for bothparties

Collaborating: for important issueswhen time is not a problem, whereorganizational support exists, whenwin-win solution is possible



Four Phases of

Collaborative ProblemSolving1. Problem Identification

2. Solution Generation

3. Action Plan Formulation andAgreement

4. Implementation and Follow-Up

First two phases most difficult toimplement effectively



Phase 1:Problem Identification

Initiator

Maintain personalownership of problem

Describe problem in termsof behaviors, consequencesand feelings

Avoid drawing conclusionsand attributing motives

Encourage two-waydiscussion

Responder l Show genuine interest

and concernl Seek additional

information by askingquestions

l Agree with some aspectof the complaint



Phase 2:Solution Generation

Initiator

Focus oncommonalities as the

basis for requestingchange

Responder

Ask for suggestions of acceptable

alternatives



Mediator’s Role

Problem Identification

Propose a problem-solving approach forresolving conflictMaintain a neutralposture regarding thedisputants

Serve as facilitator, not judge

Insure discussion

fairness

Solution Generation

Focus on interests, notpositions

Make sure everyoneunderstands solution;establish follow-upprocedures



Rules for CollaborativeNegotiation

Avoid the fixed-pie fallacyBuild trust and share informationAsk questionsProvide informationMake multiple offers simultaneouslyAvoid sequential discussion of issues

Construct contingency contracts andleverage differences



Rules for CollaborativeNegotiations

Be wary of intuition

Search for postsettlement settlements

Use team-on-team negotiationAvoid majority rule

Beware of coalitions

Appeal to norms of justice – equity,equality and need



Summary Model of ConflictManagement

Diagnosis Selection Implementation Outcome

Source/Typeof Conflict

SituationalConsiderations

PersonalPreferences

ConflictManagementApproach

CollaborativeProblemSolving

DisputeResolution



§

Conflict, Crisis , threat etc… arechallenges.

§ Challenges .. is usual.., it makes you

smart & hard.§ Life itself is challenging.

§

We are living with challenges and…§ We should try to overcome thechallenges.



You must accept the challenges

or

You’ll be challenged.

It’s your choice.



All leaders accept the challenges.but

Some with mediocre mind are much afraid of.

How about you ?



Thank you..

Dr. Nay Zin Latt

Q & A

13.conflict mgntmotivation

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