Conflictology KJ 00 practical

Task 1.
Situation: At a meeting of sales agents, A reports that he is constantly losing orders due to the fact that competitors began to manufacture new products and sell them at lower prices. Colleagues share with him their experience of successful competition, each in his own field, and give advice, but he rejects all assumptions A, finding flaws in them and insisting that these techniques do not work in his area. The more A objects, the more they try to help him. After a while, leader B remarks: "I see, yes, you do not want to change anything, and I completely lost the desire to continue this discussion!" There was silence and general awkwardness.
1. What is the position of leader A, his colleagues and leader B in this situation?
2. Determine a strategy for getting out of a conflict situation

Task 2.
Below is a list of the qualities that a modern manager should have. You need to determine what kind they belong to. (You can enter only the numbers of the specified qualities in the table)
1.mind,
2. intuition,
3.activity,
4. credibility,
5.health,
6. striving for success,
7.creativity,
8.power,
9.the ability to make the right decision,
10. energy,
11. self-confidence,
12. adaptability.
Task 3.
Situation: The manager instructs his subordinate to purchase equipment of a certain brand. The subordinate tries to explain to him that this type of equipment is not worth buying and for what reason. But the leader, who has the last word, selects outwardly weighty arguments in favor of his decision and convinces the subordinate of its incorrectness. The subordinate agrees: "Well, well, if you think so, then I will purchase this equipment", simultaneously with the tone of speech and the set of words and intonation in the phrase, making it clear to the manager on a hidden level that he does not agree with the decision and will not bear any responsibility for it effects. After a while, B.'s opinion is confirmed, and the equipment is dismantled. When a leader calls a subordinate to analyze the reason for the failure, he replies: “You yourself wanted to acquire exactly this. And from the very beginning I warned you that the equipment is worthless. " Thus, hidden communication becomes apparent and generates role reversals and tension in communication. A conflict situation is brewing.
1. What are the mistakes in the behavior of the manager and subordinate in this situation?
2. What really needed to be done by the subordinate and the leader to prevent conflict?
Task 4.
Lee Iacocca in his book "The Manager's Career" claims that when he sees his colleagues at work, a Japanese worker will say "Can I help you with something?", An American worker - "It's none of my business." What do you say?
Task 5.
Situation: A pensioner - doctor K. with 25 years of experience, having retired, began to attend paid courses on cutting and sewing in the district house of culture. After several classes, pensioner K. was expelled from the courses: she was accused of "opposing herself to the team." This is evidenced by such events.
During one of the classes, an employee of the house of culture entered the room with a psychiatrist. Interrupting the class, the staff member said that everyone would listen to the lecture. Pensioner K. said that she did not need a lecture, and she would go about her business. The lecturer (K.'s acquaintance from her previous job) demanded that K. leave the audience. K. replied that she had come to the tailoring and sewing classes she paid for, and not to the lecture. Then the lecturer slammed the door and left. And everyone began to say: "Aren't you ashamed!" The director of the cultural center accused K. of disrupting the lecture. To which K. replied: "It is only incomprehensible why, given such a great interest, not to conduct this lecture normally, as it should be?"
1. Why did the conflict happen?
2. What should be done to prevent conflict?
3. How to overcome the conflict?
4. Evaluate the behavior of K., the rest of the course participants and the director of the cultural center.
Task 6.
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