1. INDE047 – Business
Management for Engineers
Part I
Mohammad Tawfik
November 2013
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

2. Organizations
Psychology, Leadership,
Creativity, Conflicts, Destructive
Behavior
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

3. How to Win Friends and
Influence People
Dale Carnegie
1937
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

4. Fundamental Techniques In
Handling People
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

5. INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

6. Give honest and sincere appreciation
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

7. Arouse in the other person an eager want
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

8. Six Ways To Make People
Like You
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

9. INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

10. Smile!
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

11. Remember Names
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

12. Encourage others to talk about
themselves
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

13. Talk in terms of the other person's
interests
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

14. Make the other person feel important
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

15. Win People To Your Way Of
Thinking
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

16. The only way to get the best of an
argument is to avoid it
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

17. Show respect for the other person's
opinions
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

18. INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

19. Get the other person saying "yes, yes"
immediately
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

20. Let the other person do a great deal of
the talking
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

21. Let the other person feel that the idea
is his or hers
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

22. Try honestly to see things from the
other person's point of view
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

23. Be sympathetic with the other
person's ideas and desires
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

24. Appeal to the nobler motives
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

25. Dramatize your ideas
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

26. Throw down a challenge
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

27. Be a Leader
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

28. Begin with praise and honest
appreciation
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

29. Call attention to people's mistakes
indirectly
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

30. Talk about your own mistakes
before criticizing the other person
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

31. Ask questions instead of giving
direct orders
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

32. Let the other person save face
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

33. Praise the slightest improvement
and praise every improvement
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

34. Give the other person a fine
reputation to live up to
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

35. Use encouragement
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

36. Leadership and Motivation
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

37. Lead, follow, or get out of the
way!
Thomas Paine
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

38. The first basic ingredient of
leadership is a guiding vision
Warren Bennis
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

39. What is leadership?
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

40. Leadership is influence,
nothing more, nothing less
John C. Maxwell
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

41. If your actions inspire others
to dream more, learn more,
do more, and become more,
you are a leader
John Quicy Adams
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

42. Leaders should …
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

43. Have a Vision
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

44. Have a Vision
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

45. Set Goals
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

46. Set Action Plans
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

47. Monitor and Help
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

48. Build Teams
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

49. Gather People
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

50. Create Loyalty
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

51. Help and Care
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

52. Delegate
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

53. What?
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

54. Routine Tasks
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

55. Tasks that develop people
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

56. Occasional Duties
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

57. Outside his areas of expertise
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

58. How?
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

59. Clear
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

60. Specific
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

61. Share Setting
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

62. Inform
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

63. Monitor
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

64. Who?
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

65. Willing
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

66. Able
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

67. Learner
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

68. Looks for challenge
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

69. Develop People
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

70. Leaders Create Leaders
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

71. Identify Competencies
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

72. Understand Needs and
Style
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

73. Motivating People
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

74. Laws of Motivation
Richard Denny
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

75. 1- To Motivate you have
to be Motivated
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

76. Motivating Yourself
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

77. You must manage yourself
before you can lead others
Zig Ziglar
1926-2012
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

78. Set Goals
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

79. INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

80. Seize the moment to act
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

81. INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

82. Have persistence
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

83. Build your Willpower
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

84. 2- Motivation Requires a Goal
“I will only
settle for
world
INDE047 – Business Management
for Engineers: Part
domination” I
Mohammad Tawfik, PhD

85. 3- Motivation Never Lasts
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

86. 4- Recognition Motivates
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

87. INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

88. 4- To Motivate, Recognize
Needs
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

89. ●
Basic human needs
Leave a
legacy
Live
Learn
Love
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

90. How to De-Motivate?
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

91. Focus on rewards!
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

92. Do not give enough trust!
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

93. Reward the wrong attitude!
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

94. INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD
Do not communicate!

95. Focus on Cost!
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

96. How to Motivate?
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

97. The SCARF Model
David Rock
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

98. Status
Fairness
Certainty
Motivate
by:
David Rock
“Your Brain at Work”
Relatedness
Autonomy
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

99. What Motivates People
Daniel Pink
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

100. Autonomy
Motivation
Purpose
Mastery
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

101. Innovation!
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

102. Innovation is the key!
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

103. Bringing creative ideas to life
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

104. WARNING!
• Nothing really insures that you will get an
innovative idea in any field, rather,
suggestions of things that you may do can
increase the possibility of getting one
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

105. Curiosity!
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

106. Explore!
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

107. Serendipity!
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

108. Diversify the search!
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

109. Network!
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

110. Exercise hunting ..
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

111. Exaptation
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

112. Be Agile …
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

113. Love your mistakes…
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

114. Study them …
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

115. Even celebrate them!
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

116. Some noise is not so bad after
all …
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

117. I said “some” … not all!
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

118. The Russian nesting dolls!
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

119. Empty the bag …
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

120. Destructive habits in
organizations and projects
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

121. INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

122. Why Do Good Companies Go Bad?
• In a nutshell: Good companies fail when
they are unable or unwilling to change
when their external environment changes
significantly.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

123. Denial
Turf
Wars
Volume
Obsession
Arrogance
7
Habits
Competitive
Myopia
Complacency
Competence
Dependence
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

124. Denial
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

125. What leads to Denial?
• Denial of emerging technologies.
Denial of changing consumer tastes.
Denial of the new global environment
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

126. Signs of Denial
• “Hey, we’re different, so there’s no way
it can happen to us.”
The company is too proud to admit that
someone else has come up with a better
way.
The company ignores, rationalizes, or
blames others for its situation instead of
admitting its fault.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

127. How to break the habit of denial
Look for it
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

128. How to break the habit of denial
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

129. How to break the habit of denial
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

130. Arrogance
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

131. What is Arrogance?
• Offensive display of:
Superiority
Self-importance
Pride
Disdain (contempt)
… because of an inflated sense of self
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

132. What leads to Arrogance?
• Exceptional achievement in the past
David conquers Goliath
The company pioneers a product or
service
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

133. Signs of Arrogance
• The company stops listening
The company becomes extravagantly
eager to show off.
The company begins to act like a bully,
both internally and externally.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

134. Signs of Arrogance
• The company becomes high-handed and
abuses rules
The company favors those who validate its
views and gets rid of those who are
critical.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

135. How to break the habit of
arrogance?
• Rotate management to new challenges.
Implement nontraditional succession
planning.
Diversify the talent.
Change the leadership.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

136. Complacency
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

137. What is Complacency?
• Complacency is the sense of security and
comfort that derives from the belief that
the success that’s taken place in the past
will continue indefinitely.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

138. What leads to Complacency?
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

139. What leads to Complacency?
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

140. Signs of Complacency
• The company is in no hurry to make
decisions.
The company’s processes are overly
bureaucratic.
Everybody has to get on board before a
decision is made.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

141. Signs of Complacency
• The company is completely vertically
integrated.
Enormous cross-subsidies are in place –
by functions, by products, by markets, by
customers. Average costing and average
pricing prevail.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

142. How to break Complacency?
• Reengineer to achieve high quality,
eliminate waste, and reduce inefficiency.
Decentralize profit and loss by creating
and molding business units around
products or geographies.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

143. How to break Complacency?
• Outsource – contract out all non-core
functions.
Reenergize – consider a new leader with a
positive, opportunity-oriented vision
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

144. Competency Dependence
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

145. What is Competency
Dependence?
• Somebody else can be doing a better job,
and if a company is unable to figure out
what to do, it has become competencydependent
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

146. What leads to Competency
Dependence?
• R&D dependence
Design dependence
Sales dependence
Service dependence
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

147. Signs of Competency
Dependence
• Reengineering, reorganization, retooling
have been tried and still no good results.
The thrill is gone and the company is in a
funk.
Stakeholders are leaving
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

148. How to break Competency
Dependence?
• Find new applications where the same
competency results in new value.
Determine new markets where the same
competency remains an asset.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

149. How to break Competency
Dependence?
• Expand the range of your competencies
by moving up or down the value chain.
Refocus company resources into areas
with more growth and profit potential.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

150. Competitive Myopia
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

151. What is Competitive Myopia?
• When they define their competition too
narrowly and acknowledge only direct and
immediate competitors
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

152. What leads to Competitive
Myopia?
• The natural evolution of the industry.
.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

153. What leads to Competitive
Myopia?
The clustering phenomenon.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

154. Signs of Competitive Myopia
A company allows small niche players to
coexist with it.
The loyalty of a company’s supplier is won
by a nontraditional competitor.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

155. Signs of Competitive Myopia
New entrants, especially those from
emerging economies, are underestimated.
The company becomes helpless against a
substitute technology.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

156. How to break Competitive
Myopia?
Broaden the scope of the product or
market.
Consolidate to squeeze out excess
capacity.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

157. How to break Competitive
Myopia?
Counterattack the nontraditional
competitors.
Refocus on the core business to
concentrate limited resources in the most
successful area.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

158. Volume Obsession
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

159. What is Volume Obsession?
• Too much money is being spent for the
company to make money.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

160. What leads to Volume
Obsession?
The high-margin pioneer.
The fast-growth phenomenon
The paradox of scale.
The ball and chain of unintended obligations
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

161. Signs of Volume Obsession
Guideline-free, ad hoc spending.
Functional-level cost centers.
A culture of cross-subsidies.
Stakeholders say numbers are not good.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

162. How to break Volume
Obsession?
Identify where the company’s costs are.
Convert cost centers into revenue centers
or profit centers.
Move from vertical integration to “virtual
integration”.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

163. How to break Volume
Obsession?
Outsource non-core functions.
Reengineer to automate processes to
improve cost efficiency.
Implement target costing
Become a world-class customer.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

164. The Territorial Impulse
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

165. What is Territorial Impulse?
• As companies grow they tend to organize
themselves into “functional” and later
“regional silos”. However, the various
units into which companies organize
themselves don’t always get along well
with each other, for various reasons.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

166. What leads to Territorial
Impulse?
The corporate ivory tower.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

167. What leads to Territorial
Impulse?
Growth requires the institution of formal
policies and procedures.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

168. What leads to Territorial
Impulse?
The informal, spontaneous culture is
extinguished.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

169. What leads to Territorial
Impulse?
A company’s culture is dominated by one
functional specialty.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

170. Signs of Territorial Impulse
Dissension - a lot of headstrong
lieutenants instead of one strong general
Indecision – decision-making is an
agonizing or even impossible process
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

171. Signs of Territorial Impulse
Confusion – one side doesn’t know what
the other side is up to
Malaise – nobody’s happy
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

172. How to break Territorial
Impulse?
The leader must bring all the people
together in a common cause.
Rotate the people in and out of different
functional or geographic silos.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

173. How to break Territorial
Impulse?
Create permanent cross-functional teams.
Reorganize around customers or products
rather than around function or geography.
INDE047 – Business Management
for Engineers: Part I
Mohammad Tawfik, PhD

174. Conflict Management
●
Based on the lectures on “The art of Conflict
Management” by Michael Dues, the teaching
Company

175. Understanding Conflict

176. What is a conflict?
●
●
“An expressed struggle between at least two
interdependent parties who perceive
incompatible goals, scarce resources, and
interference from others in achieving their
goals.”
Or Simply: “discomforting difference.”

177. Elements of Conflict
●
Interdependence

178. Elements of Conflict
●
Difference

179. Elements of Conflict
●
Opposition

180. Elements of Conflict
●
Expression

181. Elements of Conflict
●
Emotion

182. Conflict may be useful!
●
Bringing to the surface, problems that were not
clear before

183. Most conflicts rise on how to reach the goal
not on the goal itself

185. To reach win-win resolution ...
●
Identify common goals

186. To reach win-win resolution ...
Treat conflicts as a challenges that you can work on
together to achieve a solution for both.

187. Perhaps our greatest limitation in working toward
win-win solutions is that each of us comes to the
table with deep-seated ideas about conflict and
powerfully ingrained strategies.

188. Conflict does not arise so
much from a difference
itself but from the
perception we have of
that difference

189. To reduce conflict ...
Try to see situation from the other person's
perspective

190. Almost all of us tend to attribute mistakes or
failings on our part to external events

191. ... but we also tend to attribute the behavior of
others to their own character or emotions

192. We’re really emotional beings who have evolved
an ability to reason that helps us deal with our
emotions.

193. Remember that emotion is an internal fact; it’s a
response to perceptions you are having

194. Being angry is not the same as acting on your
anger

195. Power
How Much We Need and How to Use It?

196. What is Power?
●
Power can be defined as the ability to cause or
influence an outcome.

197. What is Power?
●
Notice the difference between “influence” and
“control”!

198. Kinds of Power
●
Personal power, such as talents, skills, or
knowledge that we may have;

199. Kinds of Power
●
Relational power, that is, the power that derives
from the nature of the relationship between the
parties;

200. Kinds of Power
●
Situational power, the conditions in the conflict
situation that give power to one party or one
issue more than another

201. Five Bases of Power
John French and Bertram Raven

202. Reward power

203. Coercive power

204. Legitimate power

205. Referent power

206. Expert power

207. The important point to remember is that both
parties have power in any conflict and that
power derives from the interdependence
between the two parties in general and the
particular situation they are in

208. For conflict resolution ...

209. ●
You do not need more power!

210. ●
You need sufficient interdependence!!!

211. The more equal the conflicting parties are in
power, the better the chances are of working out a
win-win resolution

212. Conflict Styles
Thomas and Kilmann

213. Avoidance
Competition
Compromise
Accommodation
Collaboration

214. Dysfunctional Conflict Strategies

215. Avoidance

216. Withdrawal

217. Imposition

218. Triangulation

219. Manipulation

220. Absolute framing

221. Revenge

222. Compromise

223. Principles for Win-Win Negotiations
Roger Fisher and William Ury

224. Separate people from the problem
Focus on events or behaviors rather than the parties
involved.

225. Focus on interests, not positions
Do not take a position and defend it or bargain for it but to
focus on the interest behind the position

226. Generate options for mutual gain
Brainstorm for multiple options, keeping in mind the
goal of mutual gain

227. The choice of objective criteria
Try to identify measurable ways to assess the value of the
suggestions

228. Identify your BATNA
Best Alternative to Negotiated Agreement

229. Preparing for Negotiation

230. Conditions of Negotiation
You are willing
and Able to
Negotiate
Other Party is
willing and
Able to Negotiate

231. Step 1
Define the conflict issue (What and Why)

232. Step 2
Identify and evaluate your goals

233. Why do I want to resolve this conflict?

234. What is a good resolution for me?

235. How important is it to me that I reach this
resolution?

236. How do I want to be viewed by the other party?

237. How does this situation affect the way I view
myself?

238. Step 3
Do you want to resolve the issue by negotiating?

239. Consider the degree of interdependence

240. Consider your leverage
The ability to influence the other side to move closer to one's negotiating position

241. Consider the context of the potential negotiation

242. Consider the nature of your relationship

243. Consider the risks of introducing the issue

244. Consider BATNA

245. Step 4
Arrange a meeting with the other party

246. Negotiating Conflict Resolutions

247. Step 5
Conduct the meeting

248. Step 6
Make a contract

249. The contract must be clear

250. The contract must address voluntary behavior
from the present forward

251. The contract must be an unequivocal agreement

252. Step 7
Follow through on the contract

253. Pay attention to the other party compliance with
the agreement

254. If the other party is in compliance, you should
express your appreciation

255. If the other party is not following the agreement,
you should arrange another meeting

256. Managers and Conflict
Management

257. All organizations are like living organisms,
constantly moving, changing, and interacting, and
a change in any one element affects the
organization as a whole

258. Some parts of the system operate informally and
unofficially

259. Managers and supervisors must improve conflict
management within the organization in order to
minimize costs.

260. Seven key principles that can guide top
supervisors and managers ...

261. 1- Prevent unnecessary conflict ...

262. Caused by creating competitive situations

263. Caused by failing to clearly define roles and
responsibilities

264. Caused by failing to establish areas and lines of
authority

265. Caused by making decisions without consulting
the stakeholders

266. 2- Be courageous in the face of conflict

267. 3- Focus on the general pattern of conflict
management in the organization

268. 4- Promote informal resolution of conflict

269. by creating policies that state a preference for
resolution by discussion, although with authority
still specified for making final decisions

270. 5- Formal processes need to be in place for
conflict management

271. 6- Assess and improve on the organizational
culture

272. 7- Model the behaviors they desire in conflict
management

273. Moral and Cultural Conflicts

274. Moral conflicts are those in which the issues are
framed as matters of what is morally right and
morally wrong

275. Note from the outset that this absolute framing is
a dysfunctional conflict strategy

276. Moral values are inherently subjective, yet they
are usually held as nonnegotiable absolutes

277. In a dispute about a moral question, it’s difficult to
reach a win-win resolution

278. Among the specific tactics that may be helpful in
dealing with moral conflicts is reframing, that is,
finding a constructive new way to view a conflict
through a different lens or frame.

279. Other useful tactics include fractionating

280. Developing empathy

281. Attempting to build mutual trust