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TRANSCRIPT
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
INDE047 – Business
Management for Engineers
Part I Mohammad Tawfik
November 2013
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Organizations
Psychology, Leadership,
Creativity, Conflicts, Destructive
Behavior
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to Win Friends and
Influence People
Dale Carnegie
1937
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Fundamental Techniques In
Handling People
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Give honest and sincere appreciation
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Arouse in the other person an eager want
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Six Ways To Make People
Like You
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Smile!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Remember Names
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Encourage others to talk about themselves
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Talk in terms of the other person's interests
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Make the other person feel important
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Win People To Your Way Of
Thinking
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
The only way to get the best of an argument is to avoid it
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Show respect for the other person's opinions
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Get the other person saying "yes, yes" immediately
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Let the other person do a great deal of the talking
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Let the other person feel that the idea is his or hers
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Try honestly to see things from the other person's point of view
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Be sympathetic with the other person's ideas and desires
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Appeal to the nobler motives
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Dramatize your ideas
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Throw down a challenge
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Be a Leader
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Begin with praise and honest appreciation
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Call attention to people's mistakes indirectly
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Talk about your own mistakes before criticizing the other person
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Ask questions instead of giving direct orders
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Let the other person save face
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Praise the slightest improvement and praise every improvement
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Give the other person a fine reputation to live up to
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Use encouragement
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Leadership and Motivation
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Lead, follow, or get out of the
way!
Thomas Paine
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
The first basic ingredient of
leadership is a guiding vision
Warren Bennis
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What is leadership?
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Leadership is influence,
nothing more, nothing less
John C. Maxwell
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
If your actions inspire others
to dream more, learn more,
do more, and become more,
you are a leader
John Quicy Adams
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Leaders should …
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Have a Vision
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Have a Vision
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Set Goals
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Set Action Plans
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Monitor and Help
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Build Teams
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Gather People
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Create Loyalty
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Help and Care
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Delegate
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What?
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Routine Tasks
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Tasks that develop people
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Occasional Duties
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Outside his areas of expertise
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How?
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Clear
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Specific
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Share Setting
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Inform
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Monitor
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Who?
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Willing
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Able
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Learner
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Looks for challenge
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Develop People
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Leaders Create Leaders
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Identify Competencies
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Understand Needs and
Style
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Motivating People
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Laws of Motivation
Richard Denny
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
1- To Motivate you have
to be Motivated
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Motivating Yourself
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
You must manage yourself
before you can lead others
Zig Ziglar
1926-2012
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Set Goals
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Seize the moment to act
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Have persistence
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Build your Willpower
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
2- Motivation Requires a Goal
“I will only
settle for
world
domination”
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
3- Motivation Never Lasts
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
4- Recognition Motivates
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
4- To Motivate, Recognize
Needs
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
●Basic human needs
Live
Love Learn
Leave a legacy
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to De-Motivate?
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Focus on rewards!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Do not give enough trust!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Reward the wrong attitude!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD Do not communicate!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Focus on Cost!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to Motivate?
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
The SCARF Model
David Rock
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Motivate by:
Status
Certainty
Autonomy Relatedness
Fairness
David Rock
“Your Brain at Work”
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What Motivates People
Daniel Pink
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Motivation
Autonomy
Mastery Purpose
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Innovation!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Innovation is the key!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Bringing creative ideas to life
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
WARNING!
• Nothing really insures that you will get an
innovative idea in any field, rather,
suggestions of things that you may do can
increase the possibility of getting one
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Curiosity!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Explore!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Serendipity!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Diversify the search!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Network!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Exercise hunting ..
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Exaptation
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Be Agile …
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Love your mistakes…
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Study them …
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Even celebrate them!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Some noise is not so bad after
all …
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
I said “some” … not all!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
The Russian nesting dolls!
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Empty the bag …
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Destructive habits in
organizations and projects
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Why Do Good Companies Go Bad?
• In a nutshell: Good companies fail when
they are unable or unwilling to change
when their external environment changes
significantly.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
7 Habits
Denial
Arrogance
Complacency
Competence Dependence
Competitive Myopia
Volume Obsession
Turf Wars
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Denial
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What leads to Denial?
• Denial of emerging technologies.
Denial of changing consumer tastes.
Denial of the new global environment
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Signs of Denial
• “Hey, we’re different, so there’s no way
it can happen to us.”
The company is too proud to admit that
someone else has come up with a better
way.
The company ignores, rationalizes, or
blames others for its situation instead of
admitting its fault.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to break the habit of denial
Look for it
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to break the habit of denial
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to break the habit of denial
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Arrogance
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What is Arrogance?
• Offensive display of:
Superiority
Self-importance
Pride
Disdain (contempt)
… because of an inflated sense of self
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What leads to Arrogance?
• Exceptional achievement in the past
David conquers Goliath
The company pioneers a product or
service
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Signs of Arrogance
• The company stops listening
The company becomes extravagantly
eager to show off.
The company begins to act like a bully,
both internally and externally.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Signs of Arrogance
• The company becomes high-handed and
abuses rules
The company favors those who validate its
views and gets rid of those who are
critical.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to break the habit of
arrogance? • Rotate management to new challenges.
Implement nontraditional succession
planning.
Diversify the talent.
Change the leadership.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Complacency
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What is Complacency?
• Complacency is the sense of security and
comfort that derives from the belief that
the success that’s taken place in the past
will continue indefinitely.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What leads to Complacency?
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What leads to Complacency?
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Signs of Complacency
• The company is in no hurry to make
decisions.
The company’s processes are overly
bureaucratic.
Everybody has to get on board before a
decision is made.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Signs of Complacency
• The company is completely vertically
integrated.
Enormous cross-subsidies are in place –
by functions, by products, by markets, by
customers. Average costing and average
pricing prevail.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to break Complacency?
• Reengineer to achieve high quality,
eliminate waste, and reduce inefficiency.
Decentralize profit and loss by creating
and molding business units around
products or geographies.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to break Complacency?
• Outsource – contract out all non-core
functions.
Reenergize – consider a new leader with a
positive, opportunity-oriented vision
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Competency Dependence
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What is Competency
Dependence? • Somebody else can be doing a better job,
and if a company is unable to figure out
what to do, it has become competency-
dependent
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What leads to Competency
Dependence? • R&D dependence
Design dependence
Sales dependence
Service dependence
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Signs of Competency
Dependence • Reengineering, reorganization, retooling
have been tried and still no good results.
The thrill is gone and the company is in a
funk.
Stakeholders are leaving
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to break Competency
Dependence? • Find new applications where the same
competency results in new value.
Determine new markets where the same
competency remains an asset.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to break Competency
Dependence? • Expand the range of your competencies
by moving up or down the value chain.
Refocus company resources into areas
with more growth and profit potential.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Competitive Myopia
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What is Competitive Myopia?
• When they define their competition too
narrowly and acknowledge only direct and
immediate competitors
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What leads to Competitive
Myopia? • The natural evolution of the industry.
.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What leads to Competitive
Myopia?
The clustering phenomenon.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Signs of Competitive Myopia
A company allows small niche players to
coexist with it.
The loyalty of a company’s supplier is won
by a nontraditional competitor.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Signs of Competitive Myopia
New entrants, especially those from
emerging economies, are underestimated.
The company becomes helpless against a
substitute technology.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to break Competitive
Myopia?
Broaden the scope of the product or
market.
Consolidate to squeeze out excess
capacity.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to break Competitive
Myopia?
Counterattack the nontraditional
competitors.
Refocus on the core business to
concentrate limited resources in the most
successful area.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Volume Obsession
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What is Volume Obsession?
• Too much money is being spent for the
company to make money.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What leads to Volume
Obsession?
The high-margin pioneer.
The fast-growth phenomenon
The paradox of scale.
The ball and chain of unintended obligations
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Signs of Volume Obsession
Guideline-free, ad hoc spending.
Functional-level cost centers.
A culture of cross-subsidies.
Stakeholders say numbers are not good.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to break Volume
Obsession?
Identify where the company’s costs are.
Convert cost centers into revenue centers
or profit centers.
Move from vertical integration to “virtual
integration”.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to break Volume
Obsession? Outsource non-core functions.
Reengineer to automate processes to
improve cost efficiency.
Implement target costing
Become a world-class customer.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
The Territorial Impulse
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What is Territorial Impulse?
• As companies grow they tend to organize
themselves into “functional” and later
“regional silos”. However, the various
units into which companies organize
themselves don’t always get along well
with each other, for various reasons.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What leads to Territorial
Impulse?
The corporate ivory tower.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What leads to Territorial
Impulse?
Growth requires the institution of formal
policies and procedures.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What leads to Territorial
Impulse?
The informal, spontaneous culture is
extinguished.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
What leads to Territorial
Impulse?
A company’s culture is dominated by one
functional specialty.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Signs of Territorial Impulse
Dissension - a lot of headstrong
lieutenants instead of one strong general
Indecision – decision-making is an
agonizing or even impossible process
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
Signs of Territorial Impulse
Confusion – one side doesn’t know what
the other side is up to
Malaise – nobody’s happy
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to break Territorial
Impulse?
The leader must bring all the people
together in a common cause.
Rotate the people in and out of different
functional or geographic silos.
INDE047 – Business Management for Engineers: Part I
Mohammad Tawfik, PhD
How to break Territorial
Impulse?
Create permanent cross-functional teams.
Reorganize around customers or products
rather than around function or geography.
Conflict Management
● Based on the lectures on “The art of Conflict Management” by Michael Dues, the teaching Company
Understanding ConflictUnderstanding Conflict
What is a conflict?
● “An expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals.”
● Or Simply: “discomforting difference.”
Elements of Conflict
● Interdependence
Elements of Conflict
● Difference
Elements of Conflict
● Opposition
Elements of Conflict
● Expression
Elements of Conflict
● Emotion
Conflict may be useful!
● Bringing to the surface, problems that were not clear before
Most conflicts rise on how to reach the goal not on the goal itself
To reach win-win resolution ...
● Identify common goals
To reach win-win resolution ...
Treat conflicts as a challenges that you can work on together to achieve a solution for both.
Perhaps our greatest limitation in working toward win-win solutions is that each of us comes to the table with deep-seated ideas about conflict and
powerfully ingrained strategies.
Conflict does not arise so much from a difference
itself but from the perception we have of
that difference
To reduce conflict ...
Try to see situation from the other person's perspective
Almost all of us tend to attribute mistakes or failings on our part to external events
... but we also tend to attribute the behavior of others to their own character or emotions
We’re really emotional beings who have evolved an ability to reason that helps us deal with our
emotions.
Remember that emotion is an internal fact; it’s a response to perceptions you are having
Being angry is not the same as acting on your anger
PowerHow Much We Need and How to Use It?
What is Power?
● Power can be defined as the ability to cause or influence an outcome.
What is Power?
● Notice the difference between “influence” and “control”!
Kinds of Power
● Personal power, such as talents, skills, or knowledge that we may have;
Kinds of Power
● Relational power, that is, the power that derives from the nature of the relationship between the parties;
Kinds of Power
● Situational power, the conditions in the conflict situation that give power to one party or one issue more than another
Five Bases of PowerJohn French and Bertram Raven
Reward power
Coercive power
Legitimate power
Referent power
Expert power
The important point to remember is that both parties have power in any conflict and that power derives from the interdependence between the two parties in general and the
particular situation they are in
For conflict resolution ...
● You do not need more power!
● You need sufficient interdependence!!!
The more equal the conflicting parties are in power, the better the chances are of working out a
win-win resolution
Conflict StylesThomas and Kilmann
Avoidance
Accommodation
Competition
Collaboration
Compromise
Dysfunctional Conflict Strategies
Avoidance
Withdrawal
Imposition
Triangulation
Manipulation
Absolute framing
Revenge
Compromise
Principles for Win-Win NegotiationsRoger Fisher and William Ury
Separate people from the problem
Focus on events or behaviors rather than the parties involved.
Focus on interests, not positions
Do not take a position and defend it or bargain for it but to focus on the interest behind the position
Generate options for mutual gain
Brainstorm for multiple options, keeping in mind the goal of mutual gain
The choice of objective criteria
Try to identify measurable ways to assess the value of the suggestions
Identify your BATNA
Best Alternative to Negotiated Agreement
Preparing for Negotiation
Conditions of Negotiation
You are willing and Able to Negotiate
Other Party is willing and
Able to Negotiate
Step 1Define the conflict issue (What and Why)
Step 2Identify and evaluate your goals
Why do I want to resolve this conflict?
What is a good resolution for me?
How important is it to me that I reach this resolution?
How do I want to be viewed by the other party?
How does this situation affect the way I view myself?
Step 3Do you want to resolve the issue by negotiating?
Consider the degree of interdependence
Consider your leverage
The ability to influence the other side to move closer to one's negotiating position
Consider the context of the potential negotiation
Consider the nature of your relationship
Consider the risks of introducing the issue
Consider BATNA
Step 4 Arrange a meeting with the other party
Negotiating Conflict Resolutions
Step 5Conduct the meeting
Step 6Make a contract
The contract must be clear
The contract must address voluntary behavior from the present forward
The contract must be an unequivocal agreement
Step 7Follow through on the contract
Pay attention to the other party compliance with the agreement
If the other party is in compliance, you should express your appreciation
If the other party is not following the agreement, you should arrange another meeting
Managers and Conflict Management
All organizations are like living organisms, constantly moving, changing, and interacting, and
a change in any one element affects the organization as a whole
Some parts of the system operate informally and unofficially
Managers and supervisors must improve conflict management within the organization in order to
minimize costs.
Seven key principles that can guide top supervisors and managers ...
1- Prevent unnecessary conflict ...
Caused by creating competitive situations
Caused by failing to clearly define roles and responsibilities
Caused by failing to establish areas and lines of authority
Caused by making decisions without consulting the stakeholders
2- Be courageous in the face of conflict
3- Focus on the general pattern of conflict management in the organization
4- Promote informal resolution of conflict
by creating policies that state a preference for resolution by discussion, although with authority
still specified for making final decisions
5- Formal processes need to be in place for conflict management
6- Assess and improve on the organizational culture
7- Model the behaviors they desire in conflict management
Moral and Cultural Conflicts
Moral conflicts are those in which the issues are framed as matters of what is morally right and
morally wrong
Note from the outset that this absolute framing is a dysfunctional conflict strategy
Moral values are inherently subjective, yet they are usually held as nonnegotiable absolutes
In a dispute about a moral question, it’s difficult to reach a win-win resolution
Among the specific tactics that may be helpful in dealing with moral conflicts is reframing, that is, finding a constructive new way to view a conflict
through a different lens or frame.
Other useful tactics include fractionating
Developing empathy
Attempting to build mutual trust