Conflict Negotiation and Problem-Solving - Essay Example

Organizational Behavior 3 ID Number & Total Number of Words 503 Lesson 8 – Conflict negotiation and problem solving 1. The seven attributes of “supportive communication” includes: (1) problem oriented, not person oriented; (2) descriptive, not evaluative; (3) specific, not general; (4) conjunctive, not disjunctive; (5) validating, not demeaning; (6) owned, not disowned; and (7) two-way, not one way (Denhardt, Denhardt, & Aristigueta, 2009, pp. 247 – 249). Problem-oriented communication means that conversation should focus on solving the problem. Since there is a huge difference from being objective and subjective, negotiators should refrain from analyzing the negative attitude or character of the person who causes the problem. By focusing on discussing the problem, both parties can have a better chance to solve the problem. Descriptive communication is all about being able to accurately and objectively describe the problem. In other words, negotiators should avoid judging or labeling a person for their behavior. Aside from focusing on solutions to the problem, negotiators should be able to maintain his/her objectivity when describing the event. Speaking in general terms can trigger miscommunication. To avoid misrepresenting the problem, negotiators should be specific when managing the problem. In general, specific communication means that negotiators should communicate in such a way that they will be clearly understood by the receiver of the message. In other words, they should speak direct to the point. Disjunctive communication is all about taking all the time to speak out one’s own thoughts without letting the other person express what they think. On the other hand, conjunctive communication is all about being able to initiate a conversation that flows smoothly. Therefore, when solving a problem, negotiators should make use of conjunctive communication and not disjunctive ones. For example, negotiator should avoid asking further questions before the other party completes his/her last sentence. Invalidating communication can make the receiver of the messages feel ignored, alienated, or worthless. On the other hand, validating communication is all about making the other party feel understood, valued, accepted, and recognized. Therefore, when solving a problem, negotiators should make use of validating communication and not invalidating ones. In most cases, this can be done by trying to avoid criticizing the other person. Owned communication is all about taking the responsibility for one’s own statement. For example, “I told you that you need to rest early”. Using the word “I” already indicate ownership of the statement. Similar to invalidating communication, the use of a one-way communication method can make the other party feel ignored, alienated, or worthless. Therefore, to encourage the other person to participate in a win-win negotiation process, negotiators should make it a habit to practice a two-way communication. In general, two-way communication means that the other person is given enough time to respond and participate in sharing their own thoughts and comments about a given topic. To do so, negotiators should learn to become a supportive listener. 2. The conflict presented in the video entitled “Duel at the Mall” started when the lady unconsciously bumped the car door of another person in the parking lot. Instead of apologizing for her mistake, the lady arrogantly responded the other party’s tone was not called for and that accidentally bumping her car will not hurt the re-sale value of the other person’s car (You Tube, 2008). In other words, conflict started when their communication became person-oriented rather than problem-oriented. 3. The four points of principled negotiation includes: (1) separate the people from the problem; (2) focus on interests, not positions; (3) invent options for mutual gain; and (4) insist on objective criteria (Denhardt, Denhardt, & Aristigueta, 2009, pp. 327 – 328). To resolve the conflict situation between the two ladies, both of them should learn how to separate people from the problem. It means that the lady who accidentally hit the car of another person should learn to acknowledge that she was the root cause of the conflict. Aside from being objective to the situation, the lady who accidentally hit the car of another person should focus on how she could develop a win-win situation for both of them. It means that she should kindly apologize to the other lady instead of showing an arrogant attitude and pretend that she did not make any mistake. Doing so will make the other person feel better instead of being angered. Lesson 9 – Leadership There are differences between a traditional and contemporary leadership approach. In general, traditional leadership approach involve leaders that are focused on the use of authoritative power in guiding the rest of the team members to accomplish a goal whereas the use of contemporary leadership approach is more focused on encouraging the rest of the group members to contribute and actively participate in accomplishing a goal. The use of contemporary leadership approach motivate each team members in developing their own talent and skills whereas the use of traditional leadership approach restrict the team members from becoming one of the best future leaders within the organization. Lastly, leaders of contemporary leadership approach direct the team members whereas leaders of traditional leadership approach inspire the team members to become self-sufficient in their own little ways (Denhardt, Denhardt, & Aristigueta, 2002, p. 211). 2.i As compared to men, the two forms of prejudice that tend to occur when there is a perceived incongruence between female gender roles and typical leader roles include the fact that most women are often being subjected to a “less favorable evaluation of with regards to their potential leadership and actual leadership behavior” (Eagley & Johannesen-Schmidt, 2001, p. 785). 2.ii.a To the extent that a leader role is more congruent with the male than female gender role, men were more task-oriented, and men were considered more effective in the leader role. Men as leaders are better in terms of using the transactional leadership style (Eagley & Johannesen-Schmidt, 2001, p. 793). Furthermore, men are more inclined to think rationally as compared to women (Eagly & Johnson, 1990). Therefore, male leaders are better in terms of making logical decision-making as compared to female leaders. For example, male leaders are better in terms of staying focused on identifying the team members’ mistakes as compared to the female leaders, etc. To the extent that a leader role was more congruent with the female than male gender role, women were more task-oriented, and women were considered more effective in the leader role. Women as leaders are using transformational leadership style which makes them able to gain better influence among the team members. Likewise, these women are also better in terms of inspiring and motivating the team members as they consider the individuality of each person (Eagley & Johannesen-Schmidt, 2001, p. 791). Therefore, female managers are more effective in terms of making the team members feel respected and valued. Lesson 10 – Power and organizational politics Question No. A B 1 3 2 2 0 5 3 2 3 4 1 4 5 4 1 6 3 2 7 2 3 8 4 1 9 1 4 10 4 1 Total Score 24 26 Source: Denhardt, Denhardt, & Aristigueta, p. 214 The score shows that as a leader, I have the capacity to use both transactional leadership style (score = 24) and transformational leadership style (score = 26). In general, having the flexibility with regards to the use of both transactional and transformational leadership approach is more beneficial as compared to the use of only a single form of leadership style. This statement is true because each type of scenario calls for different types of leadership in order for leaders to become effective in their leadership role. Q.1 Leaders that are classified as transformational leaders are the ones that do not practice positional authority. Therefore, to gain more power within an organization or a company, I intend to use transformational leadership style. In general, transformational leadership style is characterized by having charisma or the ability to influence other people, inspirational motivation, intellectual stimulation, and individual consideration (Denhardt, Denhardt, & Aristigueta, 2002, p. 202; Bass, 1998). For this reason, the use of this particular leadership approach will help me win the trust and respect of people I work with within a business organization. By winning their trust and respect, I could easily use my authoritative power in a manner that will benefit me as a leader. Q.2 Political issues within a business organization are inevitable. In general, effective leadership is not about the use of authoritative power but more on being able to influence other people. With this in mind, effective leadership should be able to develop a good communication skill when managing and responding to organizational politics. Through the use of effective communication skills, leaders could take the opportunity to sit down and talk with different parties involved in an organizational politics. By listening carefully to the main concerns of each party, the leader will be able to know how he/she could come up with a win-win solution for all. Using this strategy, the leader can effectively solve organizational politics. Q.3 To become an organizational politician, it is important for me to win the trust and respect of other people within the organization. Basically, this strategy is possible through the use of effective leadership style and communication skills. By winning other people’s loyalty and long-term support, it will be easier for me to establish and implement a new set of goal(s) that are beneficial to me and the rest of the stakeholders. References Bass, B. (1998). Transformational Leadership: Industrial, Military, and Educational Impact. . Mahwah, NJ: Lawrence Erlbaum and Associates. Denhardt, R., Denhardt, J., & Aristigueta, M. (2002). Managing Human Behavior in Public & Nonprofit Organizations. CA: Sage Publications. Denhardt, R., Denhardt, J., & Aristigueta, M. (2009). Managing human behavior in public and nonprofit organizations. Thousand Oaks, CA: Sage Publications Inc. Eagley, A., & Johannesen-Schmidt, M. (2001). The leadership styles of women and men. Journal of Social Issues, 57(4), 781-797. Eagly, A., & Johnson, B. (1990). Gender and Leadership Style: A Meta-Analysis. Psychological Bulletin, 108(2), 233-257. You Tube. (2008). Retrieved July 8, 2012, from Duel at the Mall: http://www.youtube.com/watch?v=NBvysuewIOs Read More