CWTS Decision-making and conflict resolution

DECISION

A course of action purposely chosen from a set of alternatives to achieve organizational objectives

DECISION MAKING

The process of deciding about something important. It involves the selection of a course of action from among two or more possible alternatives in order to arrive at a solution for a given problem (Trewatha & Newport) .

DECISION MAKING PROCESS

Continuous and indispensable component of managing any organization or group activities. Check and balance system that keeps the organization growing both in linear and vertical directions

INTERACTING GROUPS

typical groups, in which the members interact with each other face-to-face

BRAINSTORMING

an idea-generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives

NOMINAL GROUP TECHNIQUE

a group decision-making method in which individual members meet face-to-face to pool their judgements in a systematic but independent fashion.

ELECTRONIC MEETING

a meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes.

Identify the decision

The first step in making the right decisions is recognizing the problem or opportunity and deciding to address it. Determine why this decision will make a difference to the recipients and the members.

Gather information

Next, its time to gather information so that you can make a decision based on facts and data. This requires making a value judgment, determining what information is relevant to the decision at hand, along with how you can get it.

Identify Alternatives

It’s time to identify the various solutions at your disposal. It’s likely that you have many different options when its comes to making your decisions, so it is important to come up with a range of options.

Weigh the evidence

In this step, you’ll need to evaluate for feasibility, acceptability and desirability to know which alternative is best. Leaders need to be able to weigh pros and cons, then select the option that has the highest chances of success.

Choose among alternatives

when it’s time to make your decision, be sure that you understand the risks involved with your chosen route. You may also choose a combination of alternatives now that you fully grasp all relevant information and potential risks.

Take Action

Next, you’ll need to create a plan for implementation. This involves identifying what resources are required and gaining support from the members and other stakeholders.

Review your decision

An often-overlooked but important step in the decision-making process is evaluating your decision for effectiveness. Ask yourself what you did well and what can be improved next time.

The Plop

Here the group makes a decision by not making a decision. Someone makes a suggestion, but it drops like a stone into a pond, and no one pays any attention to it at all.

The One-Person Decision

This is quickly made, but later when the decider depends on free or voluntary support from others to implement it, he may find himself carrying it out alone.

The Handclasp

One person makes a suggestion. Another says, “What a marvelous idea!” and without further discussion, the matter is decided.

The Clique

This decision is made by a small group who plan beforehand to get their way. Because they are better organized than those who disagree, they are often successful on the immediate issue, but they bring a spirit of rivalry rather than cooperation into the group.

Minority

These decisions are as consciously organized as those of the clique, but a few powerful personalities dominate the group, often unconsciously and then later they wonder why the other is apathetic.

Majority Vote

In big groups this is often the most effective way to make a decision. However, one may lose the interest or the loyalty of the minority who voted against a decision especially if they feel their point of view was not heard.

Silent Consensus

Some groups aim at unanimous decisions. These are good, if genuine, but they are rarely achieved completely on important issues. Unanimous agreement is sometimes assumed, when some members have not felt free to disagree and have kept silent.

Consensus

This is an agreement, often involving compromise or the combination of various possibilities, after all opinions have been heard. Disagreements and minority viewpoints are discussed fully.

Fear of Consequences

The possible outcome of an impending decision may bring division and disagreement.

Conflicting Loyalties

When one person is a member of a number of groups, this frequently leads to divided loyalties about decisions.

Interpersonal Conflict

Personal differences occur which provokes feelings of affection or dislike among members, and which interfere with sound decision making

Hidden Agenda

One person may try to get the group to make a certain decision, which he wants for reasons which he will not share with the group.

Blundering Methods

A group may be so bound by rigid procedures that there is little chance for a free expression of differences, or a group may allow itself to substitute personal opinions for adequate information.

Inadequate Leadership

A leader may hinder good decision making if he restricts the expression of opinion or discussion on issues too soon.

Clash of Interest

Sometimes different groups or individuals within an organization do have opposing interest.

CONFLICT

The dynamics when two or more people, organization or group perceive one another as a threat to their needs or interest.

STAGES OF CONFLICT

1. INTRAPERSONAL - with oneself, like when one is indecisive about things
2. INTERPERSONAL - among two or more individuals
3. INTRAGROUP - within the same interest group
4. INTERGROUP - between two or more group

STRATEGIES IN DEALING WITH CONFLICT

1. FIGHT - force the other party to accept a stand that is against that party’s interest
2. SUBMIT – yield to the demands of the other party and agree to end the conflict
3. FLEE – leave the situation where the conflict is occurring or change the topic
4. FREEZE – do nothing and just wait for the other party’s next move

“Win-Lose” Style

One party in a conflict situation seeks to meet individual goals at all cost, without concern for the needs of his opponent or their relationship.

“Yield-Lose” Style

One party view the relationship with the other party as the most important consideration and not the attainment of one's goals. The party using this style yields and loses his position.

“Lose-Leave” Style

One party has low concern for both the goals and the relationship with the opponent. He loses by default through withdrawing from the situation.

“Compromise” Style

One party has a moderate degree of concern for both the goals and the relationship with the opponent. The party will try to reach a “compromise”, or what is known as the “win some - lose some” effect.

“Integrative” Style

One party has a high concern for both the goal and the relationship with the opponent. The conflict is resolved by working collaboratively with all concerned parties so that everyone will end up a winner. This is also known as “win – win” style.