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Conflict Managment

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Conflict Management ­HRM624
VU
Lesson 27
STEREOTYPES, DIVERSITY, AND CONFLICT I
Quotations
In individuals, insanity is rare; but in groups, parties, nations, and epochs it is the rule.
Friedrich Nietzsche, Beyond Good and Evil
Every man over forty is a scoundrel.
George Bernard Shaw (1856 - 1950) Irish playwright.
I love the people with their straightforward minds. It's just that their smell brings on my migraine. Bertolt
Brecht (1898 - 1956) German playwright and poet.
In this lecture we will discuss the following points:
The influence of stereotyping, culture, and social-group power on inter-personal conflict
The reasons of stereotyping others and why stereotypes resist change
`Red Flags' that alert you to a situation may mislead you
Tactics and strategies to offset stereotyping
How cultural and sub-cultural differences affect interpersonal conflict
Ways to minimize negative impact of cultural differences
Effect of caste, baradarism, religious sect, and gender on handling conflict
Stereotype
Man for the field and woman for the hearth:
Man for the sword and for the needle she:
Man with the head and woman with the heart:
Man to command and woman to obey;
All else confusion.
Alfred Tennyson (1809 - 1892) British poet.
Obedience is woman's duty on earth. Harsh suffering is her heavy fate.
Friedrich von Schiller (1759 - 1805) German poet, playwright and historian.
Stereotypes are oversimplified generalizations about the person who belong to a different group.
Prejudice can be defined as an unsubstantiated judgment or opinion about an individual or a group, either
favorable or unfavorable in nature.
The term is usually used in unfavorable ways or to show hostile attitude towards other people based on
their membership in the other group. The distinguishing characteristic of a prejudice is that it relies on
stereotypes.
Result: Discrimination and Integration
Categories of Diversity Issues
Diversity issues fall into three main categories.
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Conflict Management ­HRM624
VU
1. The first category is stereotyping. Stereotyping is the attribution of thoughts, qualities, behaviors, and
attitudes to others based on their categorization into a social group.
2. The second category includes considerations of culture. Language, cultural values, perspectives, and
cultural attitude towards conflict, negotiation, and conflict resolution.
3. The third category of diversity issue is the issue of power. Power problems in diversity conflict include
the disempowerment of particular social groups and the existence of bigotry and prejudice based on social
group membership.
These categories frequently influence one another.
Stereotyping
"First impressions are important". (First impression is the last impression). Stereotypes are similar to first
impressions; indeed, many first impressions come from stereotypes.
All human beings stereotype. The propensity to judge people based on stereotype is general practice. It is in
human cognitive system.
Effect of stereotypes
Two major problems exist with this sort of attribution.
The attribution that one makes as the result of stereotyping may be totally wrong.
It is shameful to be stereotyped.
Stereotyping in Interpersonal Conflict
Stereotypes are often wrong, leading to bad strategy. People are embarrassed when they are stereotyped,
making conflict escalation likely
Why People Stereotype
People use systematic processing to try to understand other people only if
a) They have plenty of time and resources to devote to the task,
b) They are highly motivated to understand the situation accurately
In the absence of these two requirements, people will use categories, such as stereotypes, to draw inferences
about people
Summary
Stereotypes are used to determine ready behaviors towards individuals belonging to different social
categories.
If we try to process the information about every individual in all situations, it will become highly inefficient.
Stereotypes are part of human cognition and they are an important component of human relations and
interpersonal conflict. The understanding of stereotyping can help avoid conflict and also towards resolving
the interpersonal conflict.
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Table of Contents:
  1. INTRODUCTION TO CONFLICT:Dispute, Legal Dispute, Call the police
  2. DISPUTE RESOLUTION 1:Positive affect in Negotiation, Alternative Dispute Resolution
  3. DISPUTE RESOLUTION II:Adjudication, Litigation, Mediation-Arbitration
  4. PRECONCEPTIONS ABOUT CONFLICT I:Pedagogical development, Pressures against Innovation
  5. PRECONCEPTIONS ABOUT CONFLICT II:Cultural beliefs about interpersonal conflict, Why strategies of change fail
  6. CONFLICT DIAGNOSIS:Who Needs to Know About Conflict Diagnosis?, Steps in Conflict Diagnosis
  7. RECURRENT THEMES IN CONFLICT DIAGNOSIS I:The Seven Steps of Social Behavior, Seven steps to diagnose conflict
  8. RECURRENT THEMES IN CONFLICT DIAGNOSIS II:Themes of Conflict Diagnosis
  9. DESCRIBING THE CONFLICT I:Description of Conflict, Identifying Interpersonal Conflict
  10. DESCRIBING THE CONFLICT II:Step 1 for Conflict Diagnosis, interpersonal or intrapersonal
  11. SOURCES AND CAUSES OF CONFLICT I:Main Sources of Conflict, Discussing major sources of conflict
  12. SOURCES AND CAUSES OF CONFLICT II
  13. INTEREST ANALYSIS I:Analyzing your interests, Analyzing the other disputant’s interests
  14. INTEREST ANALYSIS II:What are interests?, Tips for Interest Trees
  15. INTEREST ANALYSIS II:Principles and values, Basic Human Needs
  16. ASSESSING THE CHARACTER OF THE CONFLICT I, Premises of Deutsch’s Theory
  17. ASSESSING THE CHARACTER OF THE CONFLICT II:Techniques to transform competitive conflict into cooperative
  18. TRUST AND ITS SIGNIFICANCE I:What is Mistrust,Trust and business,Three levels of trust
  19. TRUST AND ITS SIGNIFICANCE II:Advantages of high trust level, Building of trust
  20. ASSESSING IMPEDIMENTS TO RESOLVE THE CONFLICT I:Motivation to seek vengeance, Mistrust
  21. ASSESSING THE IMPEDIMENTS TO RESOLVING THE CONFLICT II:Disempowered Disputant, Unpleasant Disputant
  22. ASSESSING THE NEGOTIATING STYLE I:Dual Concern Model, Dominating or competition style
  23. ASSESSING THE NEGOTIATING STYLE:Dual Concern Model, Tactics Used In Integrating
  24. ASSESSING POWER AMONG DISPUTANTS:Conflict and Power, Kinds of power in the Relationship Domain
  25. ASSESSING POWER AMONG DISPUTANTS II:Sources of Relationship Power, Context and Power
  26. POWER, CONFLICT, AND BATNA III:Role of Third Party in BATNA, Dealing with Power Imbalance
  27. STEREOTYPES, DIVERSITY, AND CONFLICT I:Stereotyping, Stereotyping in Interpersonal Conflict
  28. STEREOTYPES, DIVERSITY, AND CONFLICT:Categories of Diversity Issues, Seven Mental Processes to Prove Stereotypes
  29. STEREOTYPES, DIVERSITY AND CONFLICT III:Individual Difference and Social Category, Cultural differences in values
  30. MEDIATION I:When is mediation required, Processes Related to Mediation, Product of Mediation
  31. MEDIATION II:Important distinguishing factors, More Advantages and Disadvantages of Pure Mediation
  32. ADVANTAGES AND DISADVANTAGES OF MEDIATION I:Efficiency Consideration, Conflict Management and Prevention
  33. ADVANTAGES AND DISADVANTAGES OF MEDIATION II:Quality of Consent, Effects on the parties to mediation
  34. PROCESS OF MEDIATION:Stages of Mediation, Facilitative tactics in mediation
  35. LAW AND ETHICS OF MEDIATION I:Characteristics of mediation, Confidentiality
  36. LAW AND ETHICS OF MEDIATION II:Role of ethics in mediation, 8 Dimensions of Ethics in Mediation
  37. ARBITRATION I:Ways to Resolve Conflict, Advantages of Arbitration, Disadvantages of Arbitration
  38. ARBITRATION II:Varieties of Arbitration, Process of Arbitration, Contents of Arbitration Act
  39. NON BINDING EVALUATION:Disadvantage, Varieties of Non-binding Evaluation
  40. NON BINDING EVALUATION II:Varieties of Non-binding Evaluation, Advantages and disadvantages of Non-binding Evaluation
  41. MIXED AND MULTIMODAL DISPUTE RESOLUTION:Six System Design Principles, Extensions of Dispute Systems Design
  42. POWER TOOLS AND MAGIC KEYS I:Introduction, Necessity of conflict diagnosis, Using conflict diagnosis
  43. POWER TOOLS AND MAGIC KEYS II:Proposed Contents of a Clients’ Interview, Impediments to use facilitative mediation
  44. PANCHAYAT, LOCAL GOVERNMENT SYSTEM, AND ADR, Definitions of Panchayat, Definition of Jirga
  45. SUMMARY AND MESSAGE OF THE COURSE:Definitions of conflict, Negotiation, Meditation, Adjudication