10 Practical Conflict Situations

Situation 1
At a meeting of sales agents A reports that has been losing orders due to the fact that competitors started to produce new products and sell them at low prices. Colleagues share with them their experience to compete successfully in their fields and give advice, but rejects the proposal A, finding flaws in them, and insists that in his field, these techniques fail. The more the object A, the more he tries to help. After some time the head of B says: "I see, yes, you do not want to change anything, and I completely lost the desire to continue the discussion!". There was a silence and total embarrassment.
1. What is the position in this situation, take the head of A, his colleagues and the head B?
2. Define the exit strategy from a conflict situation.
Situation 2
Below is a list of qualities that should have a modern manager. You need to determine what species they belong. (The table can enter only the numbers of these qualities)
1. The mind
2. intuition,
3. Activity,
4. The authority,
5. Health,
6. The drive to succeed,
7. creativity,
8. force
9. The ability to take the right decision,
10. energy,
11. The self-confidence,
12. adaptability.
Situation 3
Situation: The head gives the task subordinate to buy a certain brand of equipment. The slave tries to explain to him that this type of equipment is not worth buying and why. But the head, which was the last word, selects outwardly strong arguments in favor of his decision and urges the slave in his wrongness. The slave agrees: "Well, if you think so, then I buy the equipment," while the tone of voice and a set of words and intonation in a phrase implying the head on a hidden level that it does not agree with the decision and will not be held liable for his consequences. After some time, an opinion confirmed by B., and equipment is dismantled. When the manager summoned slave to analyze the cause of the failure, he replied: "You yourself wanted to buy just that. And from the beginning I warned you that the equipment will not fit. " Thus, the latent communication becomes apparent and gives rise to the change of roles and tensions in communication. Brewing conflict situation.
1. What are the errors in the behavior of managers and subordinates in this situation?
2. What is really needed to make subordinate and supervisor, to prevent conflict?
Situation 4
Lee Iacocca in his book, "Career management" claims that after seeing their colleagues working, working Japanese say, "if I could be of any help?" The American - "it's not my business." What say you?
Situation 5
Pensioner - K. doctor with 25 years experience, having gone to a pension paid was attending sewing classes at the district house of culture. After a few sessions pensioner K. was excluded from the course, she was accused of that on "itself against the collective." This is evidenced by such events.
During one of the sessions in the room came from the employee recreation psychiatrist. Suspend classes, the staff member said that everyone will listen to a lecture. K. pensioner said she did not need a lecture, and she will do their work. Lecturer (K. friend of previous work) demanded that K. left the audience. K. said that she came to her paid employment by cutting and sewing, not a lecture. Then a lecturer slammed the door and left. And all began to say: "Shame on you!"
Director of the House of Culture accused K. that she tore the lecture. What Karl replied: "It is not clear why in this great interest not to hold this lecture is normal, as it should be?"
1. Why is a conflict?
2. What will it take to prevent the conflict?
3. How to overcome the conflict?
4. Evaluate the behavior of K, the remaining trainees and the director of the house of culture.
Situation 6
In the area of \u200b\u200blife radiofactory fired two workers. The minu