组织行为学英文organizational behavior

WEAREDIFFERENT:CULTUREBACKGROUNDWEAREINTHESAMETEAM:TEAMDYNAMICSHEADINGFORTHEFUTUREV.I.PTrainingGROUP4DDIM2010-2011Cross-culturalTrainingV.I.P.VeryImportantProjectV.I.PTrainingGROUP4DDIM2010-2011WEAREDIFFERENT:CULTUREBACKGROUNDWEAREINTHESAMETEAM:TEAMDYNAMICSHEADINGFORTHEFUTUREV.I.PTrainingCross-culturalTrainingV.I.P.GROUP4DDIM2010-2011Thisprogramwilllastthreehoursanditisaimedatpreparingyouandyourthreecolleaguestoworktogetherinthenexttwomonths.Afullcommitmentisrequiredbyallofyouinordertosuccessfullylearnhowtoexploitthehugepotentialofmulticulturalteamsandhow,atthesametime,avoidthetrapsthatitentails.Bepreparedtoactivelyparticipateinthisprogramandtakethechancetoknowbettereachotherandestablishcommonrulesandnorms.DOINGBUSINESSINACROSS-CULTURALENVIRONMENTREQUIRESANIN-DEPTHUNDERSTANDINGOFANDCLEARCOMMUNICATIONWITHPEOPLEFROMAVARIETYOFCULTURALBACKGROUNDSANDNATIONALITIESDifferentverbalandnon-verbalcommunicationstylescancausemisunderstandingsandfrustrationsthatcanpotentiallyaffectinternationalbusinessrelationships.Thisisoftenduetothelackofknowledgeorappreciationofculturaldifferences.Beingawareofyourownandyourmates’valuesandtheimpacttheyhaveonhowyoubehaveandareperceivedisessentialforanyoneworkingininternationalorganizations.V.I.PTrainingGROUP4DDIM2010-2011V.I.PTrainingHowtodescribeyourculturalbackground?Usingthefollowingcriteria,completeyourowncountryprofile.PowerDistanceIndex(PDI)Theextenttowhichasocietyacceptsandexpectspowertobedistributedunequally.Individualism(IDV)Itisthedegreetowhichindividualsareintegratedintogroups.Masculinity(MAS)Itisthedegreetowhichculturesvalueachievement,competitiveness,acquisitionofmoneyandothermaterialobjects.UncertaintyAvoidanceIndex(UAI)Itreferstothedegreetowhichpeoplefeelthreatenedbyambiguous,risky,orunstructuredsituations.Itultimatelyreferstoman'ssearchfortruth.Long-TermOrientation(LTO)Itreferstoasociety's"timehorizon,"ortheimportanceattachedtothefutureversusthepastandpresent.UnderstandworkplacevaluesaroundtheworldCOMPLETETHEFOLLOWINGTABLE:WEAREDIFFERENT:CULTUREBACKGROUNDHofstede’sfivedimensionsHall’scontextofcultureFour-foldmodelWEAREINTHESAMETEAM:TEAMDYNAMICSHEADINGFORTHEFUTURETheprojectismadeofthreemainparts:WEAREDIFFERENT:CULTUREBACKGROUND(time1’20)WEAREINTHESAMETEAM:TEAMDYNAMICS(time1’30)HEADINGFORTHEFUTURE(time‘10)V.I.PTrainingGROUP4DDIM2010-2011EXERCISEDonotmakepeople'loseface'infrontoftheirgroup.Itcantakeseveral,verylongmeetingsbeforeanytangibleprogressismade.Patienceisessential.Donotassumecomprehension.Itisoftenusefultogooverthesamepointseveraltimesfromdifferentangles.ItisdifficultfortheChinesetosaynodirectly.Anythingotherthandirect'yes'couldmean'no'.Itisdifficulttoreadbodylanguageas,bywesternstandards,itissomewhatmutedinChina.Managersareexpectedtomanage-don'tbeafraidtogiveclear,preciseinstructions.Greatemphasisisplacedonthevalueofverbalcommunication..Don'tsimplyrelyonemailstogiveinformation.Theuseofemotionincommunicationshouldbeseenasasignofenthusiasmandemphasisratherthanasangerorlossofcontrol.WEAREDIFFERENT:CULTUREBACKGROUNDHofstede’sfivedimensionsHall’scontextofcultureFour-foldmodelWEAREINTHESAMETEAM:TEAMDYNAMICSHEADINGFORTHEFUTUREHOFSTEDE’SDIMENSIONSTIPSOFDOINGBUSINESSBRASILCINAHereyoufindtheresultsofHofstede‘sdimensionsforeachofyourcountries.Havealook!Italiansprefertodobusinesswithpeopletheyknowandtrust.Peopleoftenraisetheirvoicetobeheardoverotherspeakers,notbecausetheyareangry.Decisionsarenotreachedinmeetings.MeetingsaremeantforafreeflowofideasandtoleteveryonehavetheirsayDelegationtendstobeonthebasisofindividualrelationshipsratherthanontechnicalcompetence.Americansvaluestraighttalkingand'gettingtothepoint'.Self-deprecationisoftenmisunderstoodbyAmericansasasignofweakness.RememberthattimeismoneyintheStates.Youmayencounteran“Americanviewtodothingsisthebest”.Quantitativeaswellasqualitativecounter-argumentsareeffective.Newisgood.ChangeiseverpresentinAmericancorporatelifeandthereforesoistheeasyacceptanceofnewideas,newmodelsetc.WEAREDIFFERENT:CULTUREBACKGROUNDHofstede’sfivedimensionsHall’scontextofcultureFour-foldmodelWEAREINTHESAMETEAM:TEAMDYNAMICSHEADINGFORTHEFUTUREHOFSTEDE’SDIMENSIONSTIPSOFDOINGBUSINESSITALYU.S.Doyouwanttoreviseyourconsiderations?BRAZILSPACECenterofcommunity.Brazilianpeoplefinditcomfortabletobeveryclosewhentalkingwitheachother.TIMEPolychronic.LikeinalltheotherLatincountries,ifyoureallywantthingstooccurpunctually,youshouldspecifythetimebyusingtheword“sharp”.Nonetheless,youstillcannotbesureabouttheresult.Businesshoursareoftenextremelylate:upperlevelmanagersandexecutivescanstayintheofficeuntil9or10P.M.,andmeetingscanlastwellintotheevening.CONTEXTHigh.FormanyBrazilians,theeloquencewithwhichonepresentsitspositionisapartofthemessage.Inordertohavearhetoricaleffect,someBraziliansmayexaggeratewhenexpressingtheiropinions.Whiletheyperfectlyunderstandthereasonsbehindsuchawayofcommunicating,low-contextpeoplemaymisunderstandsuchrhetoricalflourishesandinterpretthemasdishonesty.INFORMATIONFLOWFast.Informationspreadsrapidlyandmovesquicklyalongtheorganization.ForadeeperunderstandingofyourculturalcontextitispossibletousetheHALL’SFRAMEWORKCHINASPACECenterofpower.InChinaagreatdemandofspaceisthenorm.Itisappreciateawidephysicaldistancewhengreetingeachotherbybowingthehead.Notpayingattentiontothatcancauseanimmediatelossofyourbusinessrelationofattackingandnotrespectingsomeone'sdemandofspace.TIMEMonochronic.Itisconsideredveryimpolitetointerruptpeoplewhentheyarespeaking.CONTEXTHigh.Chinesepeopleplacegreatimportanceonambience,decorum,therelativestatusoftheparticipantsinacommunicationandhowamessageisdelivered.INFORMATIONFLOWFast.InChinacommunicationtendstobeveryefficient.Peoplediscusseverythinginadvanceandconsidermeetingsasonlyanofficial“ceremony”wherethealreadycommonlyagreeddecisionwillbeannounced.Thisconceptisrelatedto“givingandkeepingface”.ITALYSPACECenterofcommunity.Fromthispointofview,ItalianscanberankedinthemiddlebetweenBrazilianandChinese.TIMEPolychronic.InItalytimeiscircular;beinglatetomeetingsiscertainlynotencouraged,butbythesametokenitisnotlookeduponasabreachofetiquette.AnexceptiontothisisintheNorth,whereprecisionineverythingisthegoal.CONTEXTHigh.Italian'sextensiveuseofgesturesisoneindicationoftheirhighercontextculture.INFORMATIONFLOWFast.Channelsareseldomoverloadedbecausepeoplestayinconstantcontact;therefore,theorganizationalmaladyof"informationoverload"israre.U.S.SPACECenterofpower.Spaceisusedtoclassifypeopleandactivities(e.g.corneroffice).Peopletendtoremainrelativelyfarapartwhentalkingtoeachother.TIMEMonochronyc.Americanmanagersstressanhighdegreeofschedulingintheirbusiness,concentratingalltheireffortononeactivityattime.CONTEXTLow.InUS,thecontextsurroundingthemessageisfarlessimportantthanthemessageitself.Americanspeakersprovidegreatmessageclarity.INFORMATIONFLOWSlow.Informationishighlyfocused,compartmentalizedandcontrolled;therefore,it’snotapedtoflowfreelyandit’ssharingisslow.WEAREDIFFERENT:CULTUREBACKGROUNDHofstede’sfivedimensionsHall’scontextofcultureFour-foldmodelWEAREINTHESAMETEAM:TEAMDYNAMICSHEADINGFORTHEFUTUREWEAREDIFFERENT:CULTUREBACKGROUNDHofstede’sfivedimensionsHall’scontextofcultureFour-foldmodelWEAREINTHESAMETEAM:TEAMDYNAMICSHEADINGFORTHEFUTUREFour-foldacculturationmodel“Acculturation”iswhenpeoplefromdifferentculturescomeintocontinuousfirst-handcontact.Hereisamodelwhichdistinguishesfourdifferentacculturation“strategies”or“attitudes”.Howdoyoudescribeyourroleofmanager?Doyouhaveanyparticularpersonalexperiencestotellus?------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------EXERCISEHIGHCONTEXTLOWCONTEXTItimpliesmeaningswhicharisefromthesettingItfocusesonliteralmeaningsofwordsindependentofsettingsITALY,BRAZIL,CHINAU.S.IndirectcommunicationBaroque,elegantlanguageSystemicthinkingFromgeneraltospecificSocialrelationship(guanxi)FacesavingSocialandbusinesslifeinterweavedDirectcommunicationExplicitkeymessage(“blackandwhite”)FromspecifictogeneralCommittedtothetaskSeparationbusinessCommunicationinfluencestheeffectivenessofthehiringandtrainingofemployees,motivationofemployees,providingdailyinstructions,performanceevaluations,thehandlingofdisciplineproblemsandthewillingnessofemployeestoprovideusefulsuggestions.CommunicationPersonalityInvolvementandcommitmentWork-lifeBalanceTimemanagementCommunicationLANGUAGES:BABELTOWERSEPARATEUSDiffernentnativelanguage:Hello,Ciao,你好,alo;Iloveyou,Tiamo,我爱你,Euamo-teWEAREDIFFERENT:CULTUREBACKGROUNDHofstede’sfivedimensionsHall’scontextofcultureFour-foldmodelWEAREINTHESAMETEAM:TEAMDYNAMICSHEADINGFORTHEFUTURECommunicationprocessEfficientcommunicationisthekeytothesuccessofateam.Unfortunately,themessageisoftenintendedinadifferentwaybythereceiverandbythesender.Thisisduetothefactthatproblemsmayexistinallthefourcomponentsofthecommunicationprocess:Encoding:itmeanstranslatinginformationintoamessageintheformofsymbolsthatrepresentideasorconcepts.Mediumoftransmission:thisisthemeansusedtoconveythemessage.Decoding:thereceiverinterpretsthemessagebytranslatingittoitsownsetofexperiencesinordertomakethesymbolsmeaningful.Feedback:itmaytaketheformofaspokencomment,alongsigh,awrittenmessage,asmile,orsomeotheraction.Itultimatelyprovidesanopportunityforthesendertotakecorrectiveactiontoclarifyamisunderstoodmessage.CommunicationPersonalityInvolvementandcommitmentWork-lifeBalanceTimemanagementWEAREDIFFERENT:CULTUREBACKGROUNDWEAREINTHESAMETEAM:TEAMDYNAMICSINDIVIDUALLEVELGROUPLEVELHEADINGFORTHEFUTURECommunicationthroughvirtualplatformsVirtualplatformshaveseveraladvantages,buttheyalsohaveanadditionaldownside:themessagecanbepartiallyorcompletelylostbecauseofproblemsconcerningthemediumoftransmission.Ingeneral,“NOISE”isanythingthatdistortsamessagebyinterferingwiththecommunicationprocess.Itanoccurduringanystageoftheprocess.LetusseehowtosolvetheBARRIERStocommunication!CommunicationPersonalityInvolvementandcommitmentWork-lifeBalanceTimemanagementWEAREDIFFERENT:CULTUREBACKGROUNDWEAREINTHESAMETEAM:TEAMDYNAMICSINDIVIDUALLEVELGROUPLEVELHEADINGFORTHEFUTURESolvingcommunicationbarriersCommunicationPersonalityInvolvementandcommitmentWork-lifeBalanceTimemanagementWEAREDIFFERENT:CULTUREBACKGROUNDWEAREINTHESAMETEAM:TEAMDYNAMICSINDIVIDUALLEVELGROUPLEVELHEADINGFORTHEFUTUREREGULATEINFORMATIONDonotpassonirrelevantinformation.Keepinmindthepropertimingforsendingmessages(especiallyrememberdifferenttimezones).Establishspeakingnorms(ex.Monochromicv.polychromic).Establishingaleaderorafacilitatormayhelpthecommunicationprocess.EFFECTIVELISTENINGPayattentiontowho’stalkingandavoidearlyevaluations.Listenempathetically.Trytoputintheshoesofthesendertoavoidmisconceptions.Thereceivershouldmakesureshehasunderstoodtherightmeaning.Oneofthemethodsisparaphrasing:reformulateandaskforconfirmation.ENCOURAGINGFEEDBACKAgain,feedbackistheultimateopportunityforthesendertotakecorrectiveactiontoclarifyamisunderstoodmessage.Promotefeedbackandreactpositivelytoit.Donottakefeedbacksaspersonalattacks.Feedbacktofeedback.Discussuntilleverythingisclear.DIFFERENTPERSONALITIESAWARENESSColorOfTheWeekdaysActivityINSTRUCTIONS:CloseyoureyesandimaginethedaysoftheweekGivetoeachadayacolorExplainyourchoicesCommunicationPersonalityInvolvementandcommitmentWork-lifeBalanceTimemanagementWEAREDIFFERENT:CULTUREBACKGROUNDWEAREINTHESAMETEAM:TEAMDYNAMICSINDIVIDUALLEVELGROUPLEVELHEADINGFORTHEFUTUREEXERCISE2COMMENTS:Thisisaverysimpleandquickexercisetoillustratehowpeopleoftenhavedifferentviewsofthesamething.Wethinkdifferentlyandthereforeseethingsdifferently.TheaimofthisactivityistounderstandeachotherviewsinordertominimizeconflictsandmaximizecooperationManagementandrelationships,inworkandoutsideofworktoo,dependheavilyonourbeingabletounderstandtheotherperson'sview,andwhatcausesittobedifferenttoourown.PERSONALITY-CarlJungAndIsabelBriggsMyersTYPOLOGYTESTThistestiswidelyusedtoassesspeoplepersonalityanditisbasedonfourdichotomiesthatresultinsixteendifferentpsychologicaltypes.Thefourdichotomiesarethefollowing:Extroversion/IntroversionDefineswhereyoudirectyourenergy.Extroversionindicatesoutwardstowardstheworld,andIntroversionindicatesatendencyinwardstowardsyourthoughtsandideas.Sensing/intuitionDefineshowyouprocessinformation.Doyouprefertoprocessinformationthroughyourfivesenses(Sensing)ordoyouprefertotrustyourhunchesandreadbetweenthelines?(intuition)Thinking/FeelingDefineshowyoumakedecisions.Doyoupreferlogicalanalysis(Thinking),orcontemplatingabouthoweachoptionaffectspeople?(Feeling)Judging/PerceivingDefineshowyouorderyourlife.Doyouprefermakingplansandkeepingtoschedules(Judging),ordoyouusuallykeepthingsopen?(Perceiving)CommunicationPersonalityInvolvementandcommitmentWork-lifeBalanceWEAREDIFFERENT:CULTUREBACKGROUNDWEAREINTHESAMETEAM:TEAMDYNAMICSINDIVIDUALLEVELGROUPLEVELHEADINGFORTHEFUTURETESTThefollowingquestionsareaimedathelpingyoureflectingaboutyourpersonality.Thepurposeofthisexerciseisnottoindicatetoeachoneofyouitsownpsychologicaltype,butrathertoencourageyoutothinkaboutyouandshareitwithoneanother.1)Where,primarily,doyouprefertodirectyourenergy?Ifyouprefertodirectyourenergytodealwithpeople,things,situations,or"theouterworld",thenyourpreferenceisforExtraversion.Thisisdenotedbytheletter"E".Ifyouprefertodirectyourenergytodealwithideas,information,explanationsorbeliefs,or"theinnerworld",thenyourpreferenceisforIntroversion.Thisisdenotedbytheletter"I".2)Howdoyouprefertoprocessinformation?Ifyouprefertodealwithfacts,whatyouknow,tohaveclarity,ortodescribewhatyousee,thenyourpreferenceisforSensing.Thisisdenotedbytheletter"S".Ifyouprefertodealwithideas,lookintotheunknown,togeneratenewpossibilitiesortoanticipatewhatisn'tobvious,thenyourpreferenceisforIntuition.Thisisdenotedbytheletter"N"(theletterIhasalreadybeenusedforIntroversion).CommunicationPersonalityInvolvementandcommitmentWork-lifeBalanceWEAREDIFFERENT:CULTUREBACKGROUNDWEAREINTHESAMETEAM:TEAMDYNAMICSINDIVIDUALLEVELGROUPLEVELHEADINGFORTHEFUTURETEST3)Howdoyouprefertomakedecisions?Ifyouprefertodecideonthebasisofobjectivelogic,usingananalyticanddetachedapproach,thenyourpreferenceisforThinking.Thisisdenotedbytheletter"T".Ifyouprefertodecideusingvaluesand/orpersonalbeliefs,onthebasisofwhatyoubelieveisimportantorwhatyouorotherscareabout,thenyourpreferenceisforFeeling.Thisisdenotedbytheletter"F".4)Howdoyouprefertoorganizeyourlife?Ifyoupreferyourlifetobeplanned,stableandorganizedthenyourpreferenceisforJudging(nottobeconfusedwith'Judgmental',whichisquitedifferent).Thisisdenotedbytheletter"J".Ifyouprefertogowiththeflow,tomaintainflexibilityandrespondtothingsastheyarise,thenyourpreferenceisforPerception.Thisisdenotedbytheletter"P"NOW,PLEASESPENDSOMEMINUTESTODISCUSSABOUTYOURFINDINGSWITHYOURCOLLEAGUES.CommunicationPersonalityInvolvementandcommitmentWork-lifeBalanceWEAREDIFFERENT:CULTUREBACKGROUNDWEAREINTHESAMETEAM:TEAMDYNAMICSINDIVIDUALLEVELGROUPLEVELHEADINGFORTHEFUTURETESTCommunicationPersonalityInvolvementandcommitmentWork-lifeBalanceTimemanagementWEAREDIFFERENT:CULTUREBACKGROUNDWEAREINTHESAMETEAM:TEAMDYNAMICSINDIVIDUALLEVELGROUPLEVELHEADINGFORTHEFUTUREYourInvolvement&CommitmentCHICKENORPIG?Asuccessfulprojectneedsbothpigsandchickens.However,itisimportanttoknowwhoyouaredealingwith.Pigsarethosewhoaretotallycommittedtotheprojectandthusaccountableforitsoutcome.Chickensarethosewhoconsultontheprojectandareinformedofitsprogress.Achickenandapighavetoworktogetherinaproject.Thechickensuggeststhatthetwoshouldcontributetotheworkbyprovidingeggs(thechicken)andham(thepig).However,thepigcomplainsthat,whileforthechickenonlyasmallinvolvementisrequired–shejusthastoproduceaneggandthencanresumetoherpreviousactivities–thepignecessarilyhasto“completelycommit”herselfinordertomakehamorbacon.WEAREDIFFERENT：CULTUREBACKGROUNDWEAREINSAMETEAM:TEAMDYNAMICSINDIVIDUALLEVELCommunicationPersonalityInvolvementandcommitmentWork-lifeBalanceTimemanagementGROUPLEVELHEADINGFORTHEFUTUREDuringthepreparationofaveryimportantgovernmentproject,someAustralianexpertsareinvitedasconsultantstoassisttheproject.Forseveralunpredictedincidents,theprocessofworkhasbeendelayedforaweek.Inordertocatchuptheschedule,alltheteammembersarerequiredtooverworkfor2hoursaftertheday.Underthegreatpressureoftimelimit,employeesfromthegovernmentagreeconsciously,however,aAustralianexpertsrefuseresolutelytooverworkforthereasonthathehastogobackhometoaccompanyhistwo3-year-oldkids.Work-lifebalanceReadthefollowingexampleSomepeopleprefertoputworkoverpersonallife,whileotherpeopleputfamilyissuesaheadofeverythingelse.Whataboutyou?WEAREDIFFERENT：CULTUREBACKGROUNDWEAREINSAMETEAM:TEAMDYNAMICSINDIVIDUALLEVELCommunicationPersonalityInvolvementandcommitmentWork-lifeBalanceTimemanagementGROUPLEVELHEADINGFORTHEFUTUREThereare2daysleftforChinatosubmitthematerialsfortheprojecttoU.S..U.S.phonesChinaabouthowtheworkprocess.Chinasays"everythinggoeswell."ButU.S.prefertoknowwhatexactly"everythinggoeswell"means.However,Chinasaysnothingmore.U.S.getscrazyaboutthesituationthatheknowsnothingaboutthematerialswhenonly2daysleft.Nonetheless,ChinabelievesthatonlyiffinishingtheworkbeforedeadlineisOK.SoChinaactuallydoesn'tevenbegintoworknow...TimemanagementReadthefollowingexampleHowculturalconflictshappenabouttimearrangementandinformationsharing?Howdoyoumanagetherelationshipbetweenurgencyandimportanceofatask?(Thetheorysuggests..Seenotes)WEAREDIFFERENT：CULTUREBACKGROUNDWEAREINSAMETEAM:TEAMDYNAMICSINDIVIDUALLEVELCommunicationPersonalityInvolvementandcommitmentWork-lifeBalanceTimeManagementGROUPLEVELHEADINGFORTHEFUTURETeamdynamicsHowdoyourecognizeteamdynamics?Youcanrecognizeteamdynamicsbylookingfortheforcesthatinfluenceteambehavior.Theseforcesmightinclude:Personalitystyles(eg:includingorexcludingpeople)TeamRolesOfficelayout(eg:cupboardsdividingteamsintotwo)Toolsandtechnology(eg:email,bulletinboard,informationpoolenablinghiddencommunication)Organizationalculture(eg:companycarsactingasstatussymbolstoseparategroupsofemployees)Processes/methodologies/procedures(eg:problem-solvingmethodology)TEAMDYNAMICSARETHEUNSEENFORCESTHATOPERATEINATEAMBETWEENDIFFERENTPEOPLEORGROUPS.TEAMDYNAMICSCANSTRONGLYINFLUENCEHOWATEAMREACTS,BEHAVESORPERFORMS,ANDTHEEFFECTSOFTEAMDYNAMICSAREOFTENVERYCOMPLEX.Howcanteamdynamicsbemanagedconstructively?Youneedto:lookfortheteamdynamics-the'naturalforces'atplayDeterminewhethertheyareactingforgoodorillMakeinterventionstomaketheeffectofthosedynamicsmorepositiveCONFLICTS&NEGOTIATIONDECISIONMAKING:FEEDBACKMOTIVATIONWEAREDIFFERENT：CULTUREBACKGROUNDWEAREINTHESAMETEAM:TEAMDYNAMICSINDIVIDUALLEVELGROUPLEVELHEADINGFORTHEFUTUREWhydoconflictsarise?INDIVIDUALFACTORSCONTEXTFACTORSORGANIZATIONALFACTORSValues,behaviorsVsLeadershipDifferentneedsPerceptionandjudgmentCrossculturalcontextEthicalperformanceGradeofinterdependenceNeedforconsensusDifferencesandstatusinconsistenciesAmbiguityandoverlapofpersonalitiesGoalsettingScarcityofresourcesRulesandproceduresHowtosolveconflictsCONFLICTS&NEGOTIATIONDECISIONMAKING:FEEDBACKMOTIVATIONWEAREDIFFERENT：CULTUREBACKGROUNDWEAREINTHESAMETEAM:TEAMDYNAMICSINDIVIDUALLEVELGROUPLEVELHEADINGFORTHEFUTURE1.PREPEARFORRESOLUTIONAcknowledgetheconflict DiscusstheimpactAgreetoacooperativeprocessAgreetocommunicate2.UNDERSTANDTHESITUATIONClarifypositionsListfacts,assumptionsandbeliefsunderlyingeachpositionAnalyzeinsmallergroupsConvenebackasateam3.REACHAGREEMENTIftheteamisstillnotabletoreachagreement,youmayneedtouseatechniqueslike Negotiation,MediationorArbitration tofindasolutionthateveryoneishappytomovetheteamahead.ConflictManagementStrategiesFORCING:usingformalauthorityorotherpowerthatyoupossesstosatisfyyourconcernswithoutregardtotheconcernsofthepartythatyouareinconflictwith.ACCOMMODATING:allowingtheotherpartytosatisfytheirconcernswhileneglectingyourown.AVOIDING:notpayingattentiontotheconflictandnottakinganyactiontoresolveit.COMPROMISING:attemptingtoresolveaconflictbyidentifyingasolutionthatispartiallysatisfactorytobothparties,butcompletelysatisfactorytoneither.COLLABORATING:cooperatingwiththeotherpartytounderstandtheirconcernsandexpressingyourownconcernsinanefforttofindamutuallyandcompletelysatisfactorysolution(wi