Explain, in your own words, what an Out-Group Member is? What creates an Out-Group Member? Explain the strategies leaders should use with Out-Group Members.Describe a conflict that you had that you wish had gone better. Explain how, using information about conflict management from reading and lecture, you could have done something different to improve the result. (cpt 11 power point below)Explain what Climate is in reference to an organization. What can leaders in organizations do to establish the type of climate they want the organization to have? (chp 8 power point below)What is the difference between diversity and inclusion? How can leaders go about achieving both within an organization?What are the two most important things you learned in this class, please elaborate. How might you use that knowledge in the future? What might you have done to get more out of this class? (poweroints chap 9, embracing diversity and how to manage conflift chapt 11)
Chapter 11: Managing Conflict
Introduction
Conflict: struggle between two or more
individuals over perceived differences
Mutual agreement is possible people are
willing to negotiate.
Communication plays a central role in
handling conflict.
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Conflict Explained
(1 of 9)
Perspectives:
Intrapersonal, interpersonal, and societal
Four elements of interpersonal conflict:
Struggle
Interdependence
Feeling
Differences
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Conflict Explained
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Communication and Conflict
Content dimension = observable aspects.
Relationship dimension = how two parties
are affiliated.
These two dimensions are bound together.
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Conflict Explained
(3 of 9)
Conflict on the Content Level
Center on differences in beliefs and
values, or goals.
Center of disagreements.
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Conflict Explained
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Conflict on the Content Level
Belief conflicts occur when others
viewpoints are incompatible with our own.
Conflict of beliefs example: teacher strikes
Value conflicts occur when others values
are incompatible with our own.
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Conflict Explained
(5 of 9)
Conflict Regarding Goals.
Two types of conflict:
Procedural: when individuals differ on how to reach
a goal
Substantive: Disagreement on what the goal
should be.
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Conflict Explained
(6 of 9)
Conflict on the Relational Level
Personality clashes.
Relational conflict: the what and how.
Issues of differences.
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Conflict Explained
(7 of 9)
Relational Conflicts and Issues of Esteem.
Esteem needs.
The supply of respect.
Not receiving our fair share.
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Conflict Explained
(8 of 9)
Relational Conflict and Issues of Control.
Control issues are a common interpersonal
conflict.
Having control increases our feeling of
potency and minimizes feelings of
helplessness.
When leaders clash with one another over
control, interpersonal conflicts occur.
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Conflict Explained
(9 of 9)
Conflict on the Relational Level
Relational Conflict and Issues of Affiliation.
Affiliation is the need to feel included in our
relationships.
Rarely overt.
Often ignored.
Confronting conflict enhances resolution.
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Managing Conflict in Practice
(1 of 16)
Communication central to managing
conflict.
Open channels of communication.
Multiple approaches to conflict resolution.
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Managing Conflict in Practice
(2 of 16)
Fisher and Ury Approach to Conflict
Step-by-step method.
Principled negotiation.
Four principles of method.
Based on elements of negotiation.
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Managing Conflict in Practice
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Fisher and Ury Approach to Conflict
Principle 1: Separate the People from the
Problem.
People and problem factors.
Paying attention to relationships.
Attacking the problem.
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Managing Conflict in Practice
(4 of 16)
Fisher and Ury Approach to Conflict
Principle 2: Focus on Interests, Not
Positions.
Opposing points of view.
The real conflict.
Addressing interests and positions.
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Managing Conflict in Practice
(5 of 16)
Fisher and Ury Approach to Conflict
Principle 3: Invent Options for Mutual
Gains.
Creative solutions.
Beneficial to both parties.
Sensitive to each others interests.
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Managing Conflict in Practice
(6 of 16)
Fisher and Ury Approach to Conflict
Principle 4: Insist on Using Objective
Criteria.
Objective criteria.
Based on principle not pressure.
The various forms of criteria.
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Managing Conflict in Practice
(7 of 16)
Differentiation.
Awareness of differences.
Focuses the conflict.
Gives credence to both parties interest.
Depersonalizes the conflict.
Method of negotiation: separate people from
problem.
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Managing Conflict in Practice
(8 of 16)
Communication Strategies for Conflict
Resolution
Fractionation.
Intentional process: break down into smaller
pieced.
Better working relationship between
participants in conflict.
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Managing Conflict in Practice
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Communication Strategies for Conflict
Resolution
Face Saving.
Used to validate and support.
Aids in conflict resolution process.
Allows a person to acknowledge the others
point of view without offending them.
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Managing Conflict in Practice
(10 of 16)
Kilmann and Thomas Styles of Approaching
Conflict
Widely recognized model of conflict style.
Five conflict styles.
Two dimensions of assertiveness and
cooperativeness.
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Managing Conflict in Practice
(11 of 16)
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Managing Conflict in Practice
(12 of 16)
Kilmann and Thomas Styles of Approaching
Conflict
Avoidance.
Ignoring conflict.
Counterproductive.
Cooling-off period.
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Managing Conflict in Practice
(13 of 16)
Kilmann and Thomas Styles of Approaching
Conflict
Competition.
Quick, decisive action.
Challenges participants.
Often counterproductive.
Disconfirming.
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Managing Conflict in Practice
(14 of 16)
Kilmann and Thomas Styles of Approaching
Conflict
Accommodation.
Lessening frustration.
A lose-win strategy.
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Managing Conflict in Practice
(15 of 16)
Kilmann and Thomas Styles of Approaching
Conflict
Compromise.
When it works best.
Quick resolutions and compromise.
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Managing Conflict in Practice
(16 of 16)
Kilmann and Thomas Styles of Approaching
Conflict
Collaboration.
Both sides win.
Difficult to achieve.
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Chapter 9: Embracing Diversity and
Inclusion
Introduction
Diversity is a multilayered interrelated
processes.
Chapter discusses:
Definitions.
Importance of these concepts.
Framework of model of inclusive practices.
Communication to improve inclusion.
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Diversity and Inclusion Explained
(1 of 9)
Definitions of Diversity:
Mor Barak: mixture of races, genders, or
religions that make up a group of people.
Harrison and Sin: collective amount of
differences among members within a social
unit.
Ferdman: multiple groups of individuals with
different identities and cultures within a
group.
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Diversity and Inclusion Explained
(2 of 9)
There Are Many Different Views of Diversity:
Herring and Hendersons suggestion.
Millennials view of diversity.
Boomers view of diversity.
Amount of difference among members.
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Diversity and Inclusion Explained
(3 of 9)
Definitions
Inclusion: The process of incorporating
different individuals into a group or
organization.
Creates environment.
Majority incorporating minoritys opinion.
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Diversity and Inclusion Explained
(4 of 9)
Definitions
Equity recognizes historic inequalities.
Diversity focuses on recognizing
differences, inclusion focuses on
embracing differences.
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Diversity and Inclusion Explained
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Definitions: Approaches to Diversity
The United States needs to address the
needs of people who feel marginalized.
Diversity continues to shift and change.
This chapter deals with diversity in the
workplace.
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Diversity and Inclusion Explained
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Definitions: Approaches to Diversity
Three periods of evolution of diversity.
Early years1960s and 1970s.
Efforts to end discrimination.
Equal employment opportunity laws.
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Diversity and Inclusion Explained
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Definitions: Approaches to Diversity
Early years1960s and 1970s.
Confront inequities.
Comply with federal mandates.
Melting pot.
Assimilation.
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Diversity and Inclusion Explained
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Definitions: Approaches to Diversity
Era of valuing diversity1980s and
1990s.
Includes many dimensions.
Research on advantages of diversity.
Salad of different ingredients.
Emphasized pluralism.
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Diversity and Inclusion Explained
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Definitions: Approaches to Diversity
Diversity management and inclusion in the
21st century.
Inclusive organizations.
Broader in scope and harder to manage.
A smorgasbord.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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Inclusion Framework (1 of 3)
Table 9.3 Inclusion Framework
Low Belongingness
High Belongingness
Low Value in
Uniqueness
Exclusion
Assimilation
Individual is not treated as an
organizational insider with unique value in
the work group, but there are other
employees or groups who are insiders.
Individual is treated as an insider in the
work group when he or she conforms to
organizational/dominant culture norms
and downplays uniqueness.
High Value in
Uniqueness
Differentiation
Inclusion
Individual is not treated as an
organizational insider in the work group,
but his or her unique characteristics are
seen as valuable and required for
group/organization success.
Individual is treated as an insider and
also allowed/encouraged to retain
uniqueness within the work group.
Source: Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Holcombe Ehrhard, K., & Singh, G. (2011). Inclusion and diversity in
work groups: A review and model for future research. Journal of Management, 37(4), 1266.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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Inclusion Framework (2 of 3)
The Exclusion quadrant.
The Differentiation quadrant.
The Assimilation quadrant.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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Inclusion Framework (3 of 3)
The Inclusion quadrant.
Framework integrates two factors.
Differentiation versus assimilation.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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Diversity and Inclusion in Practice
(1 of 13)
Models of Inclusive Practices
Ferdmans framework.
Inclusion at many levels.
Inclusion at one level influences the other.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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Diversity and Inclusion in Practice
(2 of 13)
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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Diversity and Inclusion in Practice
(3 of 13)
Leader Practices That Advance Diversity
and Inclusion: Feeling safe
Treat in nonthreatening ways.
No negative repercussions for opposing
opinion.
Need for positive communication.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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Diversity and Inclusion in Practice
(4 of 13)
Leader Practices That Advance Diversity
and Inclusion: Feeling Involved and
Engaged
Help individuals get involved.
Treat followers as insiders.
Share information freely.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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Diversity and Inclusion in Practice
(5 of 13)
Leader Practices That Advance Diversity
and Inclusion: Feeling Respected and
Valued
Put themselves in the others shoes.
Make them feel they belong.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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Diversity and Inclusion in Practice
(6 of 13)
Leader Practices That Advance Diversity
and Inclusion: Feeling Influential
Ideas are heard.
Help them feel influential.
Include in decision making.
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Diversity and Inclusion in Practice
(7 of 13)
Leader Practices That Advance Diversity
and Inclusion: Feeling Authentic and Whole
Internal tension prevents feeling whole.
Create atmosphere of transparency.
Trustworthy leader.
Transparency rewarded.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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Diversity and Inclusion in Practice
(8 of 13)
Leader Practices That Advance Diversity
and Inclusion: Recognizing, Attending to,
and Honoring Diversity
Treated fairly.
Ability to share social identities.
Acknowledging differences.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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Diversity and Inclusion in Practice
(9 of 13)
Barriers to Embracing Diversity and
Inclusion: Ethnocentrism
Perceptual window.
Prevents understanding or respect of
those different from ourselves.
Balancing act.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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Diversity and Inclusion in Practice
(10 of 13)
Barriers to Embracing Diversity and
Inclusion: Prejudice
Achieves balance for the in-group at the
expense of the out-group.
Results in systemic discrimination.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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Diversity and Inclusion in Practice
(11 of 13)
Barriers to Embracing Diversity and
Inclusion: Unconscious Bias
Unconscious attitudes toward people.
Malleable and can be changed.
Interventions in reducing discrimination
can be effective.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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Diversity and Inclusion in Practice
(12 of 13)
Barriers to Embracing Diversity and
Inclusion: Stereotypes
Labeling.
Reduce uncertainty by providing partial
information about others.
Barrier to diversity and inclusion.
Impact on leaders treatment of followers.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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Diversity and Inclusion in Practice
(13 of 13)
Barriers to Embracing Diversity and
Inclusion: Privilege
Advantage held by the in-group.
Privilege blinds individuals to the
experience of underprivileged.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
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