BuAd 692

Managing Conflict in Organizations

JIM SPEE, Ph.D.
UNIVERSITY OF REDLANDS
ANWC DEPARTMENT OF MANAGEMENT AND BUSINESS
P.O. BOX 3080, REDLANDS, CA 92373-0999
909-748-6265
FAX 909-335-5125 (Clearly mark for Jim Spee)
E-Mail: Spee@uor.edu

Course Description

Focusing on conflict processes and dynamics, this course draws from literature on the social and behavioral sciences and from the recent research in organization, community, labor and international conflict.

Course Objectives

At the conclusions of the course, the learner will:

Understand the basic dynamics of conflict
Understand the most significant interventions used to manage conflict
Understand the benefits and costs of conflict
Recognize his or her preferred style of conflict management and develop an understanding and appreciation of the conflict management styles of others.

Textbooks and Reading

Hocker, J.L. and W.W. Wilmot (1995) Interpersonal Conflict, .4th Edition. Madison, WI: WCB Brown & Benchmark Publishers.

Thomas, K.W. and R.H. Kilmann (1990) Thomas-Kilmann Conflict Mode Instrument. Tuxedo, NY: Xicom, Inc.

Assignments and Grading

In this course you will have a reading assignments prior to the first workshop, in-class exercises and a project. The weight for each graded assignment is shown in the table below:

Assignment:	Weight:	Your Grade:	Your Points:
Double Entry Learning Journal of Hocker and Wilmot Book	300 pts	___	___
In-class exercise 1	100 pts	___	___
In-class exercise 2	100 pts	___	___
In-class exercise 3	100 pts	___	___
Experiential Case Study	400 pts
Total	1000 pts	___	___

The instructor will give you a score from zero to 100 on each assignment. Multiply this score times the weight to get the number of points for the assignment. Your total points can be converted to a final grade using the following grading scale:

Total Points	Final Grade
950 to 1000	4.0
900 to 940	3.7
850 to 890	3.3
800 to 840	3.0
750 to 790	2.7
700 to 740	2.3
650 to 690	2.0
600 to 640	1.7
550 to 590	1.3
500 to 540	1.0
450 to 490	.7
below 440	0

Point totals will be rounded up if the decimal portion is greater than .5. For example, 94.4 points would receive a 3.7. 94.5 points would be rounded up to 95 and receive a 4.0. Make-up assignments are not calculated as part of the grade. (See Course Policies below)

In Class Assignments

It is important to complete the readings for each class to provide the common background for informed discussion. Our discussion will range from textbook material, readings, cases, and exercises. Each class will begin with a review of current events relating to conflict management in society and the workplace. Each week, bring in an article from the newspaper or a magazine with copies for the instructor and the class.

Written Assignments

One Double Entry Learning Journal worth forty points each

Read the Hocker & Wilmot text, using a highlighter pen to mark key areas or a pencil to underline.

Copy the form below onto a sheet of lined paper:

Notes from text	Importance of note, questions, comments.
Hocker and Wilmot Interpersonal Conflict	Pages:

In the left column, copy the first passage you underlined or highlighted in the text.

In the right column, explain why you chose this sentence or key word. If you do not understand the author, write your questions. Add any comments on how this segment relates to your organization now or in the past. Look for sections where you have trouble understanding. Ask lots of questions.

Go on to the next your next highlighted section and repeat the process. Use additional sheets of paper as necessary. The assignment does not have to be typed. It will not be graded for editing! Complete and thoughtful entries will receive full credit for the assignment.

One Experiential Case Study Paper

For the experiential case study, you will analyze a conflict you are currently experiencing. We will begin the analysis together in class and you will continue it working independently. Your paper should be at least five pages in length, plus documentation. You need to incorporate at least three references other than the course readings. You may quote or paraphrase the references. Cite the references using APA style and list them in your bibliography. You may use an interview with a knowledgeable party as one reference. Please cite the interview in the text of the paper and bibliography (name, position title, employer, location, date). Consult the text and the attached material from Philbrook for analytical models. Address the following issues using the Method for Evaporating Clouds (Goldratt, 1990):

1. First set prerequisites (D) - the solution you or your group would like to see adopted.
2. Second set of prerequisites (not D) - the solution that the other group would like to see adopted.
(Prerequisites D and not D are in conflict.)
3. Your requirements (B)
(In order to have requirement B, you or your group must have prerequisite D...)
4. The other group's requirements (C)
(In order to have requirement C, they must have prerequisite D'...)
5. Your common objectives-why are you still in the room together?
In order to have objective A, we must have requirement B...
In order to have objective A, we must have requirement C...
6. The assumptions that link D to B,
7. The assumptions that link not D to C, modif
8. The assumptions that link B to A.
9. The assumptions that link C to A.
10. Evaluation of each of the assumptions. Do they hold? Why or why not? How should they be modified to so that they hold?
11. Proposal of joint solution.
12. Test of the proposal against each group's requirements (B and C).

Please see the note on evaporating clouds by Francis Patrick. (LINK HERE)

Workshop Schedule

Before the Workshop	Homework Due	Workshop Agenda
Week 1 Read all of Hocker and Wilmot	Use the Two Column Learning Journal for your the reading. (300 pts)	Introductions Discussion of syllabus Current events relating to conflict management Discussion of learning journals Exercise: Thomas Kilmann Conflict Mode Instrument In-class writing. Cases: Conflict over a change in job design Who pays and when? Phelps, Inc.
Week 2 Read "The Method of Evaporating Clouds" by Frank Patrick		Review workshop objectives Current events relating to conflict management Exercise: Groups and conflict resolution In class writing: Continued Cases: The manager's memo Intergroup conflict Zack Electrical Parts Mid course review/one minute paper
Week 3 Read handout: Greenberg, J. and R.A. Baron (1995) Managing conflict by managing diversity: Was anything learned from the Los Angeles riots? In Behavior in Organizations: Understanding and Managing the Human Side of Work. Englewood Cliffs, NJ: Prentice Hall, pp. 441-442.		Review workshop objectives Current events relating to conflict management. Exercise: Border Dispute In class writing: Continued Cases: Evergreen Willows Tip says 'no way' Conflict management at Honda
Week 4	Experiential Case Study Paper due.	Review workshop objectives Current events relating to conflict management. Presentation of experiential case studies. Ugli Orange Case exercise. Cases: Quality Co-op The two nursing programs Consumers Power Company

Course Policies

Due to the accelerated nature of the course, full attendance is essential. If, due to an unforeseen emergency, you must miss all or part of a workshop, please see me for a supplemental assignment using the Double Entry Learning Journal.
If you wish any work returned after session 4, please provide me with a self-addressed envelope large enough to hold your work. It is the policy of the Management and Business Department to hold confidential student grades, therefore, I will only return your work to the class representative in a separate sealed envelope.
Policies for academic honesty are listed in your student handbook and in the University of Redlands handbook. They will be enforced in this course.
Average work ("2.0") can be described as completed minimums. Well completed course assignments indicate better than average ("3.0") work. Active engagement with the material and learning products that demonstrate critical thinking and synthesis will distinguish "4.0" work from "3.0" work.

Additional Comments

If you do not understand an assignment, do not waste time trying to figure it out; call me for clarification. Be sure to leave the time/day you are calling. Also tell me the phone number and best times to reach you.
I am very interested in feedback - both positive and constructive (negative). If you do not feel comfortable telling me your concerns directly, feel free to give me an anonymous note or ask your class representative to share your comments. I have also scheduled an informal assessment half-way through the course. This course is designed for your learning, if it is not meeting the group's needs -- let's change it right away.