vermette uf 300 chapter 12 relate - part 2

Chapter Twelve: Managing Conflict and Dealing With Difficult People

Good leaders "first get the right people on the bus,

the wrong people off the bus, and the right people in the right seats."

Jim CollinsChapter 12, Cornerstones for

Professionalism, 2/e, Pearson Education 1

Chapter Goals

Learning• To identify sources of

conflict in the workplace.

• To understand how the amygdala functions.

• To assess how well you manage conflict.

Ability• Resolve certain types of

conflict.

• To deal with different types of difficult people.

Chapter 12, Cornerstones for Professionalism, 2/e, Pearson Education 2

Conflict

Chapter 12, Cornerstones for Professionalism, 2/e, Pearson Education 3

The Amygdala

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Chapter 12, Cornerstones for Professionalism, 2/e, Pearson Education 5

Sources of Conflict

Systemic

Conflict that is caused by the system's policies and procedures

Endemic

Conflict that is common in a particular kind of business or setting

Chapter 12, Cornerstones for Professionalism, 2/e, Pearson Education 6

Causes of Systemic Conflict

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Causes of Personal Conflict

• Failure to understand and respect individuality

• Competing interests, competing perspectives

• Hidden agendas• Passive-aggressive

communication

• Arbitrarily killing another’s ideas

• Interpersonal conflicts• Harsh criticism• Gender differences• Bullying and

intimidation

Chapter 12, Cornerstones for Professionalism, 2/e, Pearson Education 8

Questions to Assess and Resolve Conflict

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Benefits of Working Through Conflicts

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Conflict Resolution

Settling disputes and disagreements in a peaceful manner through discussions that lead to an understanding of the cause of problems.

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Management’s Role in Conflict Resolution

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Personal Conflict Management Assessment

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Workplace Harassment

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Types of Difficult People

• Bulldozer

• Saboteur

• Procrastinator

• Whiner

• Explorer

• Pleaser

• Grandstander

• Doomsayer

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Leading Difficult People

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Positive Habits That Gain Respect

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Chapter Reflections

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