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Objective:
Methodology:
Primary Data
: Direct Interviews with executives
Secondary Data:
Becoming a Conflict Competent Leader (By Craig Runde
and Tim Flanagan)
Developing Your Conflict Competence (By Craig Runde and
Tim Flanagan)
Conflict:
The process in which one party perceives that its interests are being
opposed or negatively affected by another party.
The process in which one party perceives that its interests are being
opposed or negatively affected by another party.
Types of Conflict:
Cognitive:
Affective:
Conflict Competence:
The ability to develop and use cognitive, emotional and behavioral skills that
enhance productivity outcomes of conflict while reducing the likelihood of
escalation or harm
Findings:
The four key behaviors that can make a positive difference in resolving
conflict
The first iscalled perspective taking,
A second behavior involves expressing emotions.
The third behavior concerns reaching out..
The final behavior leads to creating solutions.
Recommendation:
Conclusion
Personal conflict competence is an essential individual skill for leaders, but to
gain the full benefit of it, they need to expand the use of these skills across
their organizations.
Leaders must work to change the conflict climate in their organization. This
includes making sure that the organizations vision, mission, policies,
procedures, performance measures, and reward criteria are in alignment with
constructive conflict responses.
When leaders show the way and champion conflict competence in their
organizations, they not only serve as effective risk managers but also ensure
that they can get the best kind of creativity and decision making that conflict
can stimulate.