Beruflich Dokumente
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D
and Integrative Bargaining
Emphasizeing
superordinate goals
Negotiation
Types of Conflict ocusing on the problem,
F
not the people
trategies to Encourage
S ocusing on interest, not
F
Interpersonal conflict Intragroup conflict Intergroup conflict Interorganizational conflict Integrative Bargaining demands
Managing Conflict,
ifferent goals and time
d
horizons
Politics, and reating new options for
c
joint gain
Negotiation
Overlapping Authority
focusing on what is fair
rganizational
O
Task Interdependencies
Conflict
Sources of Conflict
ifferent Evaluation or
D rganizational
O
Reward Systems Politics
Scare Resources
he Importance of
T
Status Inconsistence Organizational Politics
onflict Management
C
Strategies
olitical Strategies for
P
Gaining
trategies focused on
S and Maintaining Power
individuals
controling uncertainly
I ncresing awareness of the sources olitical Strategies for
P
trategies focused on the
S of conflict
Exercising Power
aking oneself
m
whole organization
I ncreasing diversity awareness and irreplaceable
skills
elying on objective
R
hanging an organizations structure
C being in a central position
racticing job rotation or temporary
P information
or culture
assignments
generating resources
Altering the source of conflict
sing permanent transfers or
U ringing in an outside
b
dismissals when necessary
building alliance expert
Controling the agenda
making everyone a winner