Description
To prepare for this Discussion:
- Review the resources for this week.
- Review the following scenario.
Case Study: Whose Patient Is it Anyway?
James Johnson, Vice President of Medical Affairs at Sunshine Memorial Hospital and Health System, hung up the phone and shook his head. He had just had a lengthy and loud conversation with Dr. Horst, the managing physician of the largest general surgery group in town. Dr. Horst and his physician partners were furious that Sunshine Memorial was exploring the possibility of opening a cancer specialty center at Sunshine. The general surgeons were certain that opening such a specialty would lead to a decrease in business for them as patients sought cancer specialists for surgery instead of general surgeons. In addition, the increase in specialty surgeries would lead to a decrease in “block time” in the operating rooms for the general surgeons, also leading to decreased business.
In addition, the general surgeons have been complaining for a couple of years about the operating rooms needing renovations and their desire for newer equipment. James Johnson and the senior management team in general had been unresponsive to these calls for change, providing little information to the surgeons about the possible renovations and the impending cancer specialty center.
Dr. Horst had thundered at James on the phone, “We’ll never get these improvements now because you will make sure all the money goes to the cancer center!”
Still fuming from this conversation (well, he really hadn’t said much, just listened to Dr. Horst yelling at him), he set up a meeting with the COO and CEO to inform them of this newest dilemma in the ongoing dissatisfaction of the general surgeons.
After the COO, the CEO, and the rest of the senior management team discussed the situation, they decided to have a meeting with the physicians in the surgery practice to reach an understanding and agreement about the future of their relationship with Sunshine Memorial. Johnson called Dr. Horst and scheduled the meeting for 6 a.m. the following Tuesday morning (one week away). Both the senior management team and the team of surgeons realize the importance of this meeting and the need to resolve this problem to mutual benefit. The teams begin to prepare for the upcoming meeting.
Post a comprehensive response to the following:
- Based on the readings regarding negotiations, what would you suggest the senior management team do to prepare for the meeting and ultimately the negotiations with the surgeons? What would you suggest the surgeons do to prepare for the meeting and negotiations with the senior management team?
- Suggest some ground rules for the meeting that will help lead to productive negotiations and assist both teams to come away with a win-win solution.
- Utilizing the six tactics from the Eisenhardt, Kahwajy, and Bourgeois (1997) article, develop at least three approaches to use to reduce interpersonal conflict in negotiations and increase the chances of reaching the closure and implementation stage of the negotiation process.
- Based on your background and experience, and the knowledge you’ve gained in this course, what would you suggest would be a mutually beneficial closure to this situation?
•
•
•
•
Robbins, S.P., & Judge, T. A. (2017). Essentials of organizational behavior (14th ed.).
Upper Saddle River, NJ: Pearson.
Chapter 9, “Foundations of Group Behavior”
This chapter describes the five stages of group development: forming, storming,
norming, performing, and adjourning. It also presents the five properties of a group:
roles, norms, status, size, and cohesiveness. In addition, it explains the types of group
decision making.
Chapter 10, “Understanding Work Teams”
The authors compare the types and characteristics of work teams. It shows how
organizations can create teams and how the understanding of a team differs in a global
context.
Chapter 11, “Communication”
This chapter distinguishes between formal and informal communication, as well as other
types of communication. It identifies common barriers to effective communication.
Chapter 14, “Conflict and Negotiation”
This chapter differentiates between various types of conflict and illustrates the conflict
process. It also delineates the conflict negotiation process and shows how individual
differences influence negotiations. This chapter addresses cultural differences involved
with negotiations.
https://search-proquest-com.ezp.waldenulibrary.org/docview/749237596/fulltextPDF
Organizational Learning: The Enduring Influence of
Organization Development
Wesner, Marilyn Sawyer.Organization Development Journal; Chesterland Vol. 28, Iss. 3, (Fall
2010): 41-46.
HOW MANAGEMENT TEAMS CAN
HAVE A GOOD FIGHT.
Authors:
Eisenhardt, Kathleen M.1
Kahwajy, Jean L.2
Bourgeois III, L. J.3
Source:
Harvard Business Review. Jul/Aug1997, Vol. 75 Issue 4, p77-85. 9p. 1 Chart.
Document Type:
Article
Subject Terms:
*Conflict management
*Teams in the workplace
*Problem solving
*Interpersonal relations
*Decision making
*Industrial relations
*Work environment
*Personnel management
Interpersonal conflict
Interpersonal confrontation
NAICS/Industry
Codes:
923130 Administration of Human Resource Programs (except Education, Public Health, and
Veterans’ Affairs Programs)
541612 Human Resources Consulting Services
A
b
s
t
r
a
c
t
:
Top-level managers know that conflict over issues is natural and even necessary. Management
teams that challenge one another’s thinking develop a more complete understanding of their
choices, create a richer range of options, and make better decisions. But the challenge–familiar
to anyone who has ever been part of a management team–is to keep constructive conflict over
issues from degenerating into interpersonal conflict. From their research on the interplay of
conflict, politics, and speed in the decision-making process of management teams, the authors
have distilled a set of six tactics characteristic of high-performing teams: ⇔They work with more,
rather than less, information. ⇔ They develop multiple alternatives to enrich debate. ⇔ They
establish common goals. ⇔ They make an effort to inject humor into the workplace. ⇔ They
maintain a balanced corporate power structure. ⇔ They resolve issues without forcing a
consensus. These tactics work because they keep conflict focused on issues; foster collaborative,
rather than competitive, relations among team members; and create a sense of fairness in the
decision-making process. Without conflict, groups lose their effectiveness. Managers often
become withdrawn and only superficially harmonious. The alternative to conflict is not usually
agreement but rather apathy and disengagement, which open the doors to a primary cause of
major corporate debacles: groupthink. INSET: Building a fighting team.. [ABSTRACT FROM
PUBLISHER]
Harvard Business Review Notice of Use Restrictions, May 2009Harvard Business Review and
Harvard Business Publishing Newsletter content on EBSCOhost is licensed for the private
individual use of authorized EBSCOhost users. It is not intended for use as assigned course
material in academic institutions nor as corporate learning or training materials in businesses.
Academic licensees may not use this content in electronic reserves, electronic course packs,
persistent linking from syllabi or by any other means of incorporating the content into course
resources. Business licensees may not host this content on learning management systems or use
persistent linking or other means to incorporate the content into learning management systems.
Harvard Business Publishing will be pleased to grant permission to make this content available
through such means. For rates and permission, contact
permissions@harvardbusiness.org. (Copyright applies to all Abstracts.)
1Professor
of strategy and organization, Stanford University, Stanford, California
consultant, Strategic Decision Group, Menlo Park, California
3Professor of business administration, University of Virginia’s Darden Graduate School of
Business, Charlottesville
2Management
https://www.npr.org/templates/story/story.php?storyId=7627924
https://tmsoz.com/
http://www.interlinktc.com/public_html/achieving.html
Cross-Cultural Communication Tips for Effective Diversity Management Workplace experts say
that a surprising number of the problems that personnel managers juggle on a daily basis stem
from miscommunication. Whether you’re dealing with a dilemma that’s as simple as a botched
shift change or as complicated as an employer-employee personality clash, there’s likely a good
chance that communication problems play a role. In today’s diverse workplace, communication
issues can take on an added dimension of complexity. Every culture has its own set of tacit
assumptions and tendencies when it comes to face-to-face interactions, and trying to get your
point across effectively can sometimes be difficult. Even when a language barrier doesn’t exist,
cross-cultural communication is one of most challenging aspects of diversity management.
Overcoming Cultural Communication Barriers The good news? Well, according to diversity
management experts, as long as you’re aware of the sensitivity and importance of effective
cross-cultural communication, you’ve already won half the battle. Author and communication
consultant Sheida Hodge says that with this overarching principle firmly in mind, you’re wellpositioned to maximize your cross-cultural communication skills. With a repertoire of just a few
basic techniques under your belt, you’ll be able to significantly improve the level of crosscultural communication in your workplace. Use these simple concepts to dramatically boost
your cross-cultural communication competency. Take it slow. A common objection that nonnative speakers raise is the speed with which native speakers tend to communicate. Whether
you’re speaking to someone who is just beginning to learn the language or a long-time English
speaker who hails from a different culture, it’s helpful to modulate the pace of your speech.
However, keep in mind that if you slow down too much, the effect may be insulting. Practice
active listening. An effective strategy for improving cross-cultural communication is what
experts call “active listening.” This technique involves restating the other speaker’s statements
to ensure you understand their meaning and asking frequent questions. This is a great way to
ensure that important information doesn’t “slip through the cracks” in a cross-cultural
conversation. Group information in ‘bite-size’ pieces. If you stop to think about it, even a single
sentence in a conversation between two fluent speakers can contain a great deal of information.
That’s why cross-cultural communication experts recommend limiting the amount of
information you try to convey at one time. Stick to simple, direct instructions and explanations,
and try to avoid complex, multi-part sentences. Watch out for cultural assumptions. If you’ve
ever traveled to a foreign country, you probably realize just how much of our verbal and nonverbal communication relies on a shared set of cultural beliefs and attitudes. When you’re
speaking to someone from another culture, try to avoid things like jokes, slang, or references
that might be confusing or misleading to a non-native speaker. When in doubt, opt for friendly
formality. Quick Degree Finder 1. Choose a degree level: — Select a Degree Level — 2. Choose a
category: — Select a Category — 3. Choose a subject: — Select a Subject — Job Seekers Employers
Resource Center Contact Us Resource Center Home | Job Seeker | Employer | Industry
Associations | Industry Education | Log in Select your region: North American English speakers
often adopt a casual, informal approach to conversations, even when they are addressing a
stranger or a new acquaintance. This approach may be off-putting or unsettling to someone
from a different cultural background. To ensure that you’re conveying an appropriate level of
respect, use a more formal mode of speaking and gradually scale back the level of formality as
the relationship develops. Once you get the hang of culturally sensitive communication
practices, you’ll be surprised at what a difference it can make in your workplace. Make the most
of your diverse staff by ensuring that important information doesn’t slip through the
4932
Purchase answer to see full
attachment
•
•
•
Robbins, S.P., & Judge, T. A. (2017). Essentials of organizational behavior (14th ed.).
Upper Saddle River, NJ: Pearson.
Chapter 9, “Foundations of Group Behavior”
This chapter describes the five stages of group development: forming, storming,
norming, performing, and adjourning. It also presents the five properties of a group:
roles, norms, status, size, and cohesiveness. In addition, it explains the types of group
decision making.
Chapter 10, “Understanding Work Teams”
The authors compare the types and characteristics of work teams. It shows how
organizations can create teams and how the understanding of a team differs in a global
context.
Chapter 11, “Communication”
This chapter distinguishes between formal and informal communication, as well as other
types of communication. It identifies common barriers to effective communication.
Chapter 14, “Conflict and Negotiation”
This chapter differentiates between various types of conflict and illustrates the conflict
process. It also delineates the conflict negotiation process and shows how individual
differences influence negotiations. This chapter addresses cultural differences involved
with negotiations.
https://search-proquest-com.ezp.waldenulibrary.org/docview/749237596/fulltextPDF
Organizational Learning: The Enduring Influence of
Organization Development
Wesner, Marilyn Sawyer.Organization Development Journal; Chesterland Vol. 28, Iss. 3, (Fall
2010): 41-46.
HOW MANAGEMENT TEAMS CAN
HAVE A GOOD FIGHT.
Authors:
Eisenhardt, Kathleen M.1
Kahwajy, Jean L.2
Bourgeois III, L. J.3
Source:
Harvard Business Review. Jul/Aug1997, Vol. 75 Issue 4, p77-85. 9p. 1 Chart.
Document Type:
Article
Subject Terms:
*Conflict management
*Teams in the workplace
*Problem solving
*Interpersonal relations
*Decision making
*Industrial relations
*Work environment
*Personnel management
Interpersonal conflict
Interpersonal confrontation
NAICS/Industry
Codes:
923130 Administration of Human Resource Programs (except Education, Public Health, and
Veterans’ Affairs Programs)
541612 Human Resources Consulting Services
A
b
s
t
r
a
c
t
:
Top-level managers know that conflict over issues is natural and even necessary. Management
teams that challenge one another’s thinking develop a more complete understanding of their
choices, create a richer range of options, and make better decisions. But the challenge–familiar
to anyone who has ever been part of a management team–is to keep constructive conflict over
issues from degenerating into interpersonal conflict. From their research on the interplay of
conflict, politics, and speed in the decision-making process of management teams, the authors
have distilled a set of six tactics characteristic of high-performing teams: ⇔They work with more,
rather than less, information. ⇔ They develop multiple alternatives to enrich debate. ⇔ They
establish common goals. ⇔ They make an effort to inject humor into the workplace. ⇔ They
maintain a balanced corporate power structure. ⇔ They resolve issues without forcing a
consensus. These tactics work because they keep conflict focused on issues; foster collaborative,
rather than competitive, relations among team members; and create a sense of fairness in the
decision-making process. Without conflict, groups lose their effectiveness. Managers often
become withdrawn and only superficially harmonious. The alternative to conflict is not usually
agreement but rather apathy and disengagement, which open the doors to a primary cause of
major corporate debacles: groupthink. INSET: Building a fighting team.. [ABSTRACT FROM
PUBLISHER]
Harvard Business Review Notice of Use Restrictions, May 2009Harvard Business Review and
Harvard Business Publishing Newsletter content on EBSCOhost is licensed for the private
individual use of authorized EBSCOhost users. It is not intended for use as assigned course
material in academic institutions nor as corporate learning or training materials in businesses.
Academic licensees may not use this content in electronic reserves, electronic course packs,
persistent linking from syllabi or by any other means of incorporating the content into course
resources. Business licensees may not host this content on learning management systems or use
persistent linking or other means to incorporate the content into learning management systems.
Harvard Business Publishing will be pleased to grant permission to make this content available
through such means. For rates and permission, contact
permissions@harvardbusiness.org. (Copyright applies to all Abstracts.)
1Professor
of strategy and organization, Stanford University, Stanford, California
consultant, Strategic Decision Group, Menlo Park, California
3Professor of business administration, University of Virginia’s Darden Graduate School of
Business, Charlottesville
2Management
https://www.npr.org/templates/story/story.php?storyId=7627924
https://tmsoz.com/
http://www.interlinktc.com/public_html/achieving.html
Cross-Cultural Communication Tips for Effective Diversity Management Workplace experts say
that a surprising number of the problems that personnel managers juggle on a daily basis stem
from miscommunication. Whether you’re dealing with a dilemma that’s as simple as a botched
shift change or as complicated as an employer-employee personality clash, there’s likely a good
chance that communication problems play a role. In today’s diverse workplace, communication
issues can take on an added dimension of complexity. Every culture has its own set of tacit
assumptions and tendencies when it comes to face-to-face interactions, and trying to get your
point across effectively can sometimes be difficult. Even when a language barrier doesn’t exist,
cross-cultural communication is one of most challenging aspects of diversity management.
Overcoming Cultural Communication Barriers The good news? Well, according to diversity
management experts, as long as you’re aware of the sensitivity and importance of effective
cross-cultural communication, you’ve already won half the battle. Author and communication
consultant Sheida Hodge says that with this overarching principle firmly in mind, you’re wellpositioned to maximize your cross-cultural communication skills. With a repertoire of just a few
basic techniques under your belt, you’ll be able to significantly improve the level of crosscultural communication in your workplace. Use these simple concepts to dramatically boost
your cross-cultural communication competency. Take it slow. A common objection that nonnative speakers raise is the speed with which native speakers tend to communicate. Whether
you’re speaking to someone who is just beginning to learn the language or a long-time English
speaker who hails from a different culture, it’s helpful to modulate the pace of your speech.
However, keep in mind that if you slow down too much, the effect may be insulting. Practice
active listening. An effective strategy for improving cross-cultural communication is what
experts call “active listening.” This technique involves restating the other speaker’s statements
to ensure you understand their meaning and asking frequent questions. This is a great way to
ensure that important information doesn’t “slip through the cracks” in a cross-cultural
conversation. Group information in ‘bite-size’ pieces. If you stop to think about it, even a single
sentence in a conversation between two fluent speakers can contain a great deal of information.
That’s why cross-cultural communication experts recommend limiting the amount of
information you try to convey at one time. Stick to simple, direct instructions and explanations,
and try to avoid complex, multi-part sentences. Watch out for cultural assumptions. If you’ve
ever traveled to a foreign country, you probably realize just how much of our verbal and nonverbal communication relies on a shared set of cultural beliefs and attitudes. When you’re
speaking to someone from another culture, try to avoid things like jokes, slang, or references
that might be confusing or misleading to a non-native speaker. When in doubt, opt for friendly
formality. Quick Degree Finder 1. Choose a degree level: — Select a Degree Level — 2. Choose a
category: — Select a Category — 3. Choose a subject: — Select a Subject — Job Seekers Employers
Resource Center Contact Us Resource Center Home | Job Seeker | Employer | Industry
Associations | Industry Education | Log in Select your region: North American English speakers
often adopt a casual, informal approach to conversations, even when they are addressing a
stranger or a new acquaintance. This approach may be off-putting or unsettling to someone
from a different cultural background. To ensure that you’re conveying an appropriate level of
respect, use a more formal mode of speaking and gradually scale back the level of formality as
the relationship develops. Once you get the hang of culturally sensitive communication
practices, you’ll be surprised at what a difference it can make in your workplace. Make the most
of your diverse staff by ensuring that important information doesn’t slip through the
4932
Purchase answer to see full
attachment
Categories: