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.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
2
Conflict Explained
(1 of 9)
• Perspectives:
– Intrapersonal, interpersonal, and societal
• Four elements of interpersonal conflict:
– Struggle
– Interdependence
– Feeling
– Differences
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
3
Conflict Explained
(2 of 9)
Communication and Conflict
• Content dimension = observable aspects.
• Relationship dimension = how two parties
are affiliated.
• These two dimensions are bound together.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
4
Conflict Explained
(3 of 9)
Conflict on the Content Level
• Center on differences in beliefs and
values, or goals.
• Center of disagreements.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
5
Conflict Explained
(4 of 9)
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.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
6
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.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
7
Conflict Explained
(6 of 9)
Conflict on the Relational Level
• “Personality clashes.”
• Relational conflict: the what and how.
• Issues of differences.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
8
Conflict Explained
(7 of 9)
• Relational Conflicts and Issues of Esteem.
– Esteem needs.
– The supply of respect.
– Not receiving our “fair share.”
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
9
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.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
10
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.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
11
Managing Conflict in Practice
(1 of 16)
• Communication central to managing
conflict.
• Open channels of communication.
• Multiple approaches to conflict resolution.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
12
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.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
13
Managing Conflict in Practice
(3 of 16)
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.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
14
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.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
15
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 other’s interests.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
16
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.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
17
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.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
18
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.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
19
Managing Conflict in Practice
(9 of 16)
Communication Strategies for Conflict
Resolution
• Face Saving.
– Used to validate and support.
– Aids in conflict resolution process.
– Allows a person to acknowledge the other’s
point of view without offending them.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
20
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.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
21
Managing Conflict in Practice
(11 of 16)
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
22
Managing Conflict in Practice
(12 of 16)
Kilmann and Thomas Styles of Approaching
Conflict
• Avoidance.
– Ignoring conflict.
– Counterproductive.
– Cooling-off period.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
23
Managing Conflict in Practice
(13 of 16)
Kilmann and Thomas Styles of Approaching
Conflict
• Competition.
– Quick, decisive action.
– Challenges participants.
– Often counterproductive.
– Disconfirming.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
24
Managing Conflict in Practice
(14 of 16)
Kilmann and Thomas Styles of Approaching
Conflict
• Accommodation.
– Lessening frustration.
– A lose-win strategy.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
25
Managing Conflict in Practice
(15 of 16)
Kilmann and Thomas Styles of Approaching
Conflict
• Compromise.
– When it works best.
– Quick resolutions and compromise.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
26
Managing Conflict in Practice
(16 of 16)
Kilmann and Thomas Styles of Approaching
Conflict
• Collaboration.
– Both sides win.
– Difficult to achieve.
Northouse, Introduction to Leadership, 5e. © SAGE Publications, 2020.
27
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.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
2
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.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
3
Diversity and Inclusion Explained
(2 of 9)
There Are Many Different Views of Diversity:
• Herring and Henderson’s suggestion.
• Millennials’ view of diversity.
• Boomers’ view of diversity.
• Amount of difference among members.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
4
Diversity and Inclusion Explained
(3 of 9)
Definitions
• Inclusion: The process of incorporating
different individuals into a group or
organization.
– Creates environment.
– Majority incorporating minority’s opinion.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
5
Diversity and Inclusion Explained
(4 of 9)
Definitions
• Equity recognizes historic inequalities.
• Diversity focuses on recognizing
differences, inclusion focuses on
embracing differences.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
6
Diversity and Inclusion Explained
(5 of 9)
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.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
7
Diversity and Inclusion Explained
(6 of 9)
Definitions: Approaches to Diversity
• Three periods of evolution of diversity.
• Early years—1960s and 1970s.
– Efforts to end discrimination.
– Equal employment opportunity laws.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
8
Diversity and Inclusion Explained
(7 of 9)
Definitions: Approaches to Diversity
• Early years—1960s and 1970s.
– Confront inequities.
– Comply with federal mandates.
– Melting pot.
– Assimilation.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
9
Diversity and Inclusion Explained
(8 of 9)
Definitions: Approaches to Diversity
• Era of valuing diversity—1980s and
1990s.
– Includes many dimensions.
– Research on advantages of diversity.
– Salad of different ingredients.
– Emphasized pluralism.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
10
Diversity and Inclusion Explained
(9 of 9)
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.
11
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.
12
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.
13
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.
14
Diversity and Inclusion in Practice
(1 of 13)
Models of Inclusive Practices
• Ferdman’s framework.
• Inclusion at many levels.
• Inclusion at one level influences the other.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
15
Diversity and Inclusion in Practice
(2 of 13)
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
16
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.
17
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.
18
Diversity and Inclusion in Practice
(5 of 13)
Leader Practices That Advance Diversity
and Inclusion: Feeling Respected and
Valued
• Put themselves in the other’s shoes.
• Make them feel they belong.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
19
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.
Northouse, Introduction to Leadership: Concepts and Practice, 5e. © SAGE Publications, 2020.
20
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.
21
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.
22
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.
23
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.
24
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.
25
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.
26
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.
27