Q Due Date: 8/23/2020 by 11:59pm Don’t forget to submit your group evaluations! Learning Objectives: The objectives of this lab are: • To learn how different people can approach things similarly as well as differently • To recognize how conflict can be minimized by addressing and accommodating these differences before conflict happens • To reach a decision as a group to a problem that has no clear answer Pre-lab Each person needs to have determined their Jungian type (also referred to as the Myers-Briggs type). You can take the short type assessment by going to http://www.humanmetrics.com/cgi-win/jtypes2.asp. Each student should then review the typology PowerPoint. This can be done as an individual or as a group as part of the lab meeting. If you have questions about typology, how to determine your type, or any other individual questions, please contact me in advance of the time you will be meeting with your team. Lab Activity: You can meet in WebEx or you can utilize the chat in your group pages. 1. Complete the conflict plan together during the lab (listed on page 2). You should map out each person’s Jungian type and identify potential problems that can/will occur based on this information. The completed conflict plan needs to be copied into a Word document and submitted in Canvas. MBTI Conflict Plan Team member 1 Team member 2 Team member 3 Team member 4 Team member 5 Team member 6 Name I/E N/S F/T J/P a. What are some potential sources of conflict? b. What plan of action could be implemented to prevent conflict? c. What is the plan to deal with conflict if and when it occurs? 2. As a team, select one of the four scenarios included in this document (scenarios start on page 3). Follow the instructions in the scenario and reach a decision as instructed. This needs to be done as a group discussion. Write up your conclusion as part of the Word document from step 1. a. Which scenario did you select? What conclusion did you reach? What was your alternative solution? Describe the process it took to reach this decision. b. What type of Type conflict was present in the scenario you selected? c. Were there any differences of opinion among your group members about the solutions? Is there a connection between those differences and your own types? d. How does understanding how people communicate, take in information, and weigh information help with the group process? e. Based on your readings, what measures can be taken and tools can be used to help prevent or minimize unnecessary conflict? f. Now that you have a better knowledge of type, what is one thing each of you will do differently in interactions with close co-workers, friends, or loved ones who may have types different than you? Post-lab: 1. Post your conflict plan and scenario analysis in the Lab 2 assignment submission box. ? Scenario #1 You are a manager of a division in the accounting department of a large eastern U.S. bank. Nine exempt-level analysts and six non-exempt clerical staff report to you. Recently, one of your analysts, Jane Wilson, has sought the bank’s approval for tuition reimbursement for the cost of an evening MBA program specializing in organizational behavior. The bank normally encourages employees to seek advanced degrees on a part-time basis. Indeed, through your encouragement, nearly all of the members of your staff are pursuing additional schoolwork. You consult the bank’s policy manual and discover that two approvals are necessary for reimbursement—yours and that of the manager of training and development, Kathy Gordon. Further, the manual states that approval for reimbursement will only be granted if the coursework is “reasonably job related.” Based on your review of the matter, you decide to approve Jane’s request for reimbursement. However, Kathy Gordon rejects it outright by claiming that coursework in organizational behavior is not related to an accounting analyst position. She states that the bank will only reimburse the analyst for a degree in either accounting or finance. In your opinion, however, the interpersonal skills and insights to be gained from a degree in organizational behavior are job related and can also benefit the employee in future assignments. The analyst job requires interaction with a variety of individuals at different levels in the organization, and it is important that interpersonal and communication skills be strong. After further discussion it becomes clear that you and Kathy Gordon have opposite views on the matter. Since both of you are at the same organization level and have equal status, it appears that you are at an impasse. Although the goal of reimbursement is important, you are faced with other pressing demands on your time. In addition, the conflict has diverted the attention of your work group away from its primary responsibilities. Because the school term is about to begin, it is essential that you and Kathy Gordon reach a timely agreement to enable Jane to pursue her coursework. Action Alternatives: Please indicate your first (1) and second (2) choices from among the following alternatives by writing the appropriate number in the space provided. 1. You go along with Kathy Gordon’s view and advise Jane Wilson to select either accounting or finance as a major for her MBA. _____ 2. You decide to withdraw from the situation completely, and tell Jane to work it out with Kathy Gordon on her own. _____ 3. You decide to take the matter to those in higher management levels and argue forcefully for your point of view. You do everything in your power to ensure that a decision will be made in your favor. _____ 4. You decide to meet Kathy Gordon halfway in order to reach an agreement. You advise Jane to pursue her MBA in accounting or finance, but also recommend she minor in organizational behavior by taking electives in that field. _____ 5. You decide to work more closely with Kathy Gordon by attempting to get a clear as well as flexible policy written that reflects both of your views. Of course, this will require a significant amount of your time. _____ Scenario #2 You are the vice president of a relatively large division (80 employees) in a medium sized consumer products company. Due to recent turnover among minority staff, your division has fallen behind in meeting the company’s goal for Equal Employment Opportunity (EEO) hiring. Because of a scarcity of qualified minority candidates, it appears that you may fall further behind in achieving stated EEO goals. Although you are aware of the problem, you believe that the low level of minority hiring is due to increased attrition in minority staff as well as the lack of viable replacement candidates. However, the EEO officer believes that your hiring criteria are too stringent, resulting in the rejection of minority candidates with the basic qualifications to do the job. You support the goals and principles of EEO; however, you are concerned that the hiring of less-qualified candidates will weaken the performance of your division. The EEO officer believes that your failure to hire minority employees is damaging to the company in the short term because corporate goals will not be met, and in the long term because it will restrict the pool of minority candidates available for upward mobility. Both of you regard your concerns as important. Further, you recognize that both of you have the company’s best interests in mind and that you have a mutual interest in resolving the conflict. Action Alternatives: Please indicate your first (1) and second (2) choices from among the following alternatives by writing the appropriate number in the space provided. 1. You conclude that the whole problem is too complex an issue for you to handle right now. You put it on the “back burner” and decide to reconsider the problem at a later date. _____ 2. You believe that your view outweighs the perspective of the EEO officer. You decide to argue your position more vigorously and hope that your stance will sway the EEO officer to agree with your view. _____ 3. You decide to accept the EEO officer’s view. You agree to use less stringent selection criteria and thereby hire more minority employees. _____ 4. You give in to the EEO officer somewhat by agreeing to relax your standards a little bit. This would allow slightly more minority hiring (but not enough to satisfy the EEO goal) and could cause a small reduction in the overall performance of your division._____ 5. You try and reach a consensus that addresses each of your concerns. You agree to work harder at hiring more minority applicants and request that the EEO officer agree to help find the most qualified minority candidates available. _____ ? Scenario #3 You are the manager in charge of the financial reporting section of a large insurance company. It is the responsibility of your group to make periodic written and oral reports to senior management regarding the company’s financial performance. The company’s senior management has come to rely on your quick and accurate dissemination of financial data as a way to make vital decisions in a timely fashion. This has given you a relatively high degree of organizational influence. You rely on various operating departments to supply you with financial information according to a pre-established reporting schedule. In two days, you must make your quarterly presentation to the company’s Board of Directors. However, the Claims Department has failed to supply you with several key pieces of information that are critical to your presentation. You check the reporting schedule and realize that you should have had the information two days ago. When you call Bill Jones, the Claims Department manager, he informs you that he cannot possibly have the data to you within the next two days. He states that other pressing work has a higher priority. Although you explain the critical need for this data, he is unwilling to change his position. You believe that your presentation is vital to the company’s welfare and explain this to Bill Jones. Although Bill has less status than you, he has been known to take advantage of individuals who are unwilling or unable to push their point of view. With your presentation less than two days away, it is critical that you receive information from the Claims Department within the next 24 hours. Action Alternatives: Please indicate your first (1) and second (2) choices from among the following alternatives by writing the appropriate number in the space provided. 1. Accept the explanation from Bill Jones and try to get by without the figures by using your best judgment as to what they would be. _____ 2. Tell Bill Jones that unless you have the data from his department on your desk by tomorrow morning, you will be forced to go over his head to compel him to give you the numbers. _____ 3. Meet Bill Jones halfway by agreeing to receive part of the needed figures and using your own judgment on the others. _____ 4. Try to get your presentation postponed until a later date, if possible. _____ 5. Forget about the short-term need for information and try to achieve a longer term solution, such as adjusting the reporting schedule to better accommodate your mutual needs. _____ ? Scenario #4 You are the production manager of a medium-sized building products company. You control a production line that runs on a three-shift basis. Recently, Ted Smith, the materials handling manager, requested that you accept a different packaging of the raw materials for the production process than what has been used in the past. He states that new machinery he has installed makes it much easier to provide the material in 100-pound sacks instead of the 50-pound bags that you currently receive. Ted further explains that the provision of the material in the 50-pound bags would put an immense strain on his operation, and he therefore has a critical need for you to accept the change. You know that accepting materials in the new packaging will cause some minor disruption in your production process, but should not cause long-term problems for any of the three shifts. However, you are a little annoyed by the proposed change because Ted did not consult with you before he installed the new equipment. In the past, you and he have been open in your communication. You do not think that this failure to consult you represents a change in your relationship. Because you work closely with Ted, it is essential that you maintain the harmonious and stable working relationship that you have built over the past few years. In addition, you may need help from him in the future, since you already know that your operation will have special material requirements in about two months. You also know that Ted has influence at higher levels of the organization. Action Alternatives: Please indicate your first (1) and second (2) choices from among the following alternatives by writing the appropriate number in the space provided. 1. Agree to accept the raw material in the different format. _____ 2. Refuse to accept the material in the new format because it would cause a disruption in your operation. _____ 3. Propose a solution where you accept material in the new format during the first shift, but not during the second and third. _____ 4. Tell Ted Smith that you do not wish to deal with the issue at this time, but that you will consider his request and get back to him at a later date. _____ 5. You decide to tell Ted Smith of your concern regarding his failure to consult with you before installing new equipment. You inform him that you wish to find longer term solutions to the conflict between you. _____