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Group-6-Conflict-Management-and-Ethical-Decision-Making.pdf
- 1. CONFLICT MANAGEMENT AND ETHICAL DECISIONMAKING GROUP 6
- 2. CONFLICT MANAGEMENT • Identifythe boundaries of the conflict, the areas of agreement and disagreement, and the extent of each person's aims. • Understand the factors that limit the possibilities of managing the conflict constructively. • Be aware of whether more than one issue is involved. Be open to the ideas, feelings, and attitudes expressed by the people involved. •Be willing to accept outside help to mediate the conflict.
- 3. HANDLING CONFLICT SITUATIONS Determinethe person or group with whom there is a conflict Analyze the causes of the conflict Consider alternative strategies for conflict management Choose the strategy/strategies that will produce the best results.. Implement the decision. Evaluate the decision
- 4. CONFLICT-MANAGEMENT STRATEGIES It is importantto take action as soon as a conflict surfaces so that bad feelings will not linger and grow.. Three over-all frameworks for conflict management are 0 Defensive 0 Compromise 0 Creative problem-solving modes.
- 5. DEFENSIVE MODE The defensivemode produces feelings of winning in some and loss in others. The following ways to defensively solve a problem: •Separate the contending parties. •Suppress the conflict. Restrict or isolate the conflict •Smooth it over or finesse it through an organizational change •Avoid the conflict to diminish the destructive effects. 67%
- 6. COMPROMISE With a compromiseeach party wins something and loses something.." Use of a creative problem-solving mode produces feelings of gain and no feelings of loss for all conflict participants. Seri 1 Seri 2 Seri 3 em 1 Item 2 Item 3 Item 4 Item 5 CREATIVE PROBLEM SOLVING
- 7. CONTINUE As partof the creative problem-solving process, the following five steps for conflict management can be identified: •Initiate a discussion, timed sensitively and held in an environment conducive to private discussion. •Respect individual differences. •Be empathic with all involved parties. •Agree on a solution that balances the power and satisfies all parties, so that a consensus on a win-win solution is reached
- 8. ETHICAL DECISION MAKING Ethicaldecision-making is the process in which the business aims to make its decisions in line with a code of ethics. To do so, the business must seek out resources such as professional guidelines and organizational policies and rule out any unethical solutions to its problem. Making ethical decisions is easier said than done. Good decisions are both effective and ethical. In professional relationships, good decisions build respect, trust, and are generally consistent with good citizenship. Effective decisions are effective when they achieve what they were made for.
- 9. FRAMEWORK FOR UNDERSTANDINGETHICAL DECISION MAKING
- 10. ETHICAL ISSUE INTENSITY Ethicalissue intensity can be defined as the relevance or importance of an ethical issue in the eyes of the individual, work group, and/or organization. • Ethical issue intensity reflects the ethical sensitivity of the individual or work group that faces the ethical decision making process.
- 11. INDIVIDUAL FACTORS • Gender-womenare generally "more ethical" than men.• • Education or work experience-the more education or work experience that one has, the better he or she is at ethical decision making. • Nationality-cultural appears to be significant in affect of ethical decision making. • Age-the older you are, the more ethical you are. • Locus of control- external control vs. Internal control. •External control, see themselves as going with the flow because that's all they can do. •Internal control, believe that they control the events in their lives by their own effort and skill
- 12. ORGANIZATIONAL FACTORS • Theorganization's values often have greater influence on decisions than a person's own values. • The more ethical employees perceive an organization's culture to be, the less likely they are to make unethical decisions. Seri 1 Seri 2 Seri 3 em 1 Item 2 Item 3 Item 4 Item 5
- 13. OPPORTUNITY Opportunity describes theconditions in an organization that limit or permit ethical or unethical behavior. Opportunity results from conditions that either provide rewards, whether internal or external, or fail to erect barriers against unethical behavior.
- 14. ETHICAL DECISION MAKINGPROCESS
- 15. 01 IDENTIFY THEETHICAL PROBLEM if there is a possible violation of an important ethical principle, societal law, or organizational standard or policy • if there are potential consequences that should be sought or avoided that emanate from an action being considered to resolve the problem.
- 16. 02 COLLECT RELEVANTINFORMATION • The decision maker should seek to gather as much information as possible about which rights are being forsaken and to what degree. • A consequential focus would prompt the decision maker to attempt to measure the type, degree, and amount of harm being inflicted or that will be inflicted on others.
- 17. 03 EVALUATE THEINFORMATION • Once the information has been collected, the decision maker must apply some type of standard or assessment criterion to evaluate the situation. • The decision maker might use one of the predominant ethics theories-utilitarianism, rights, or justice. Seri 1 Seri 2 Seri 3 em 1 Item 2 Item 3 Item 4 Item 5
- 18. 04 CONSIDER ALTERNATIVES Thedecision maker needs to generate a set of possible action alternatives, such as: -confronting another person's actions, -seeking a higher authority, or -stepping in and changing the direction of what is happening.
- 19. 05 MAKE ADECISION • The decision maker should seek the action alternative that is supported by the evaluation criteria used in Step 3. • A decision maker selects a course of action that is supported by all the ethics theories or other evaluation criteria used in the decision-making process.
- 20. 06 ACT ORIMPLEMENT • The decision maker, if truly seeking to resolve the problem being considered, must take action. •Once the action alternatives have been identified in Step 4 and the optimal response is selected in Step 5, the action is taken in Step 6.
- 21. 07 REVIEW THEACTION •Once the action has been taken and the results are known, the decision maker should review the consequences of the action. • If the optimal resolution to the problem is not achieved, the decision maker may need to modify the actions being taken or return to the beginning of the decision-making process
- 22. THREE ETHICS THEORY Theethical decision-making process tha applies three predominant ethics theories: 1. Utilitarian perspective 2. Rights perspective 3. Justice perspective
- 23. UTILITARIAN PERSPECTIVE Where thedecision maker considers the consequences or out-comes of an action and seeks to maximize the greatest good for the greatest number of those affected by the decision.
- 24. RIGHT PERSPECTIVE A decisionmaker who considers a rights perspective would consider the entitlements of those affected by the decision. JUSTICE PERSPECTIVE A justice perspective may focus on either the equitable distribution of the benefits and costs resulting from the plant closing and employee layoffs (distributive justice) or the maintenance of rules and standards (procedural justice).
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