DESARROLLO DE COMPETENCIAS DIRECTIVAS Y MODELOS DE

ALTA GERENCIA
GUÍA 3. MANEJO DEL CONFLICTO Y NEGOCIACIÓN: EL GERENTE
EN ACCIÓN - COMPONENTE INDIVIUAL

Doris Bernal Cárdenas, José Andrés Álvarez Sierra, Sofía Malagón Díaz, SulmaSulma Oriana López
C., Facultad de Administración, Finanzas y Ciencias Económicas, Universidad Universidad
EAN,

Palabras clave: Conflictos, interpersonales, negociación, habilidades, manejo, estrategia,

manejo de conflictos, colaboración.

PARTE B INDIVIDUAL

1. Desarrolle el cuestionario de diagnóstico para manejar conflictos del libro guía. El

formulario lo encuentra en el siguiente vínculo Encuesta de manejo de conflictos. Responda
el cuestionario y consigne los resultados en la columna Evaluación Previa del archivo clave
de resultados las siguientes preguntas que encuentra en el siguiente vínculo Clave de
Resultados Manejo Conflicto.

Tabla 1. Manejo de conflictos personales

MANEJO DE LOS CONFLICTOS INTERPERSONALES

Clave de resultados
AREA DE HABILIDAD Reactivo EVALUACIÓN
s PREVI POSTERIO
A R
Iniciar una queja 1 5 6
  2 4 5
  3 6 6
  4 6 6
  5 5 6
  6 5 6
  7 6 6
Solucion creativa de problemas 8 6 6
  9 4 5
   10 4 5
  11 5 6
  12 5 6
  13 5 6
  14 5 6
  15 6 5
  16 6 5
Solucion creativa de problemas 17 6 6
  18 6 5
  19 5 6
  20 5 6
  21 5 6
  22 5 6
  23 5 6
  24 4 5
TOTAL 124 137

Clave de Resultados:  
Media 113.2
Usted se localiza en el cuartil
superior 122 o más
Usted se localiza en el segundo
cuartil 114 A 121
Usted se localiza en el tercer
cuartil 105 A 113
Usted se localiza en el cuartil 104 y
inferior menos

Fuente: Elaboración propia, Whetten, D., & Cameron, K. S. (2011). Desarrollo de

habilidades directivas. Pearson Educación.

1.1 Write down two paragrapsh explaining two aspects or insights of this skill that are
most important to you. Might be areas of weakness, the area’s most want to improve,
or the most relevant areas for a problem that is facing at this time. El objeto de
aprendizaje titulado “Managing interpersonal conflict”.

Interpersonal conflict is inevitable in organizations, it is required as a directive to

generate skills that help to manage it, since the results in companies are directly impacted
by their presence. Conflicts, especially those of an interpersonal nature, are an essential part
of organizational life, they make vibrate, progress and stimulate such essential factors as
creativity and innovation, encouraging personal improvement (Blackard and Gibson, 2002;
Pascale, 1990; Wanous and Youtz, 1986). Whetten and Cameron propose four phases of the
problem solving process: 1) Identification of the problem, 2) Generation of the solution; 3)
formulation and agreement of the action plan, and 4) implementation and monitoring. The
negotiation in three dimensions implies: The tactics, the design of the agreement and the
layout of the stage. When negotiating, the objective should be to create and claim lasting
value, through the formulation and implementation of an agreement that is satisfactory to
all parties involved.

In the literature investigated with respect to what method and what ability to develop in
the resolution of conflicts, in the practice of work and personal daily life, it is my personal
opinion that a mixture of several authors is required, its implementation is not easy. For an
adequate conflict resolution, a collaborative position is required through an integrative
strategy. Where the objective is to provide added value by looking for matters of interest
between the parties, promoting win-win, setting higher goals, separating people from the
problem, focusing on interests and not on positions; with the best alternatives for mutual
gains, evaluating them with an objective criterion and defining success in terms of real
gains, not imaginary loss. Adopting these two skills will surely strengthen the formation of
integral managers, resolving all kinds of conflicts. No doubt having the ability to be an
integrative leader in negotiation and objective are the main skills in conflict resolution.

At this moment I work as head of the works programming of the Government of

Casanare, public entity. The conflicts that seem relevant to bring the application of the
matter is that I am responsible for issuing technical concepts of investment projects in the
department of Casanare and many actors as mayors of municipalities, managers and
superiors of this entity, confuse the part staff with the professional side; Balancing these
two fields is very difficult, because the fact that bonds of friendship and camaraderie are
generated does not allow for the issuance of technical evaluation documents to be flexible
and permissive, the activity carried out is applied science, where they are issued Exact
criteria quantified numerically and qualitatively.

1.2 Identify the scenario or situation where to apply this skill. Set performance plan,
indicating a description of the situation. Who else is involved? When will? Where it
will be held?

As I stated earlier, the relevant skill is to be an integrative and objective person.

The scenario to apply this skill is a neutral scenario, preferably the office where I work
daily, which is the same where I discuss with the actors on a daily basis.

The situation when issuing a technical negative filter, infers for the project the refusal to
be taken into account by the executive when making the investments of works in the
department, with the mayor of the Municipality of Chameza, he is a very special person,
respectful, He brings us typical food from the region when he visits us and additionally he
has made many personal invitations. When delivering the technical concept issued for a
work on a bridge, which does not have feasibility elements to be taken into account within
the investments of the department; A problem was generated that for him became personal,
unfortunately he confused the professional role with the staff.

The skill developed, in handling this conflict, was to make an objective and assertive
technical presentation of the technical conditions of the project, explain in a clear and
understandable way why a negative technical filter had been issued. It was important to
handle a common and equivalent lexicon since the mayor is not a technical person or
engineer, to make him understand why. The problem that could be generated in the
development of the physical work was explained in detail by evidencing these technical
shortcomings and the legal problems to which we could expose ourselves; but the most
important thing was to give it an alternative solution, generating a technical option, more
economical and viable to adapt the project and resubmit.
 A mutual win - win negotiation was generated, always preparing to provide professional
collaboration and availability of project reception as soon as it is corrected.

1.3 How do you know if your performance was effective? Please explain what are the
indicators of success to measure your performance?

The performance of effectiveness is measured in the resolution of the conflict, in

moving forward looking for alternatives that allow to evolve, with balanced, fast solutions,
where both parties win; Since adjusting the project technically allows for my indicators a
well programmed, viable, technically effective work and for the Mayor of the municipality
of Chameza it is a gain in public management, visible and that impacts the beneficiary
communities that will be able to transport the products of many economic sectors of every
hierarchy.

Additionally, it continues with a very good interpersonal relationship, which is essential

in good work performance; separating interpersonal differences of positions is a rule to
practice that provides balance, objectivity, justice, tranquility, collaboration, all this will
undoubtedly strengthen personal, managerial and organizational conditions.

This kind of conflict where the starting point or bias is intellectual, develops within the
organization a valuable factor in strategic management. Generating conflicts is not only
important, it is also recommended, so that organizations can develop and look for new
alternatives, always maintaining movement and leaving comfort zones. An organization
with this vision will always be able to take advantage of even its most conflicting talents,
not letting this generate impacts on its organizational environment.

2. You are Mr. Smith, Sales Director at Milks Inc. The company has an average
performance for a rapidly growing market. The new CEO, Mario Savala, is making a lot of
pressure on you to increase sales. You feel the main obstacle is the company´s credit
policy. Miryam, the head of the credit department, insists that all new customers must fill
out an extensive credit application. Credit risk should be low; the terms of borrowing and
collection procedures are inflexible. You are capable to understand their point of view, but
you consider it is unrealistic. Competitors are much more lenient in their credit analysis;
they extend credit to higher risks; Credit terms are more favorable, and are more flexible in
the collection of overdue payments. Your sales staff often complain that they are not
"playing on equal terms" against the competors. When you communicated this concern to
Mario, he said he wanted you and Miryam talk about this issue. His instructions did not
give many clues about your priorities on this issue. He said: “Sure, we need to increase
sales, but we have to be careful not to make bad lending decisions." Now, you decide it is
time to have a serious conversation with Miryam.

2.2. ¿What are the salient situational factors? Justify your answer.

The situation problems presented in this case are defined in:

The main directive requirement of the case under study is to increase sales, slowed down
by the credit policy, since it is very extensive with the requirements, the completion of the
form and with the rigorous evaluation made to who requests it, justified in mitigating the
level of risk for the company in the future; while the competition manages a flexible loan
and a collection procedure that allows terms and elasticity that ends up resulting in the
inequality of competition conditions within the market factor to which the sales deficit is
adduced.

In handling the conflict based on the need set out above, several considerations are
required: situational and conflict management methods to assess which of them is the most
applicable in this case.

Four important specific circumstances of the conflict that are suggested to be used to
choose the correct method of conflict management are identified. Which are expressed
below in questions in order to diagnose according to the answers their high or low
incidence in the resolution of the same:
  To handle the conflict. Circumstances can be expressed in the form of diagnostic
questions, accompanied by examples of answers that indicate a high or low degree.
(Whetten, 2011):

1. Importance of the issue: How important is the issue in dispute? (High:

extremely important; low: not very important).

2. Importance of relationship: How important is the relationship? (High: crucial,

ongoing, unique in its class, association: low: one-time transaction, for which alternatives
are already available).

3. Relative power: What is the relative level of power or authority among

individuals in conflict? (High: from boss to subaltern, equal: comrades, low: subordinate to
boss).

4. Time Limitation: To what extent is time a significant constraint to resolving the

conflict? (High: it should be resolved quickly, low: time is not an important factor).

Illustration 1. Considerations Situational (Whetten, 2011)

Considerations Situational Coercion Complacency Commitment collaboration Evasion

1. Importance of the high low high high low

issue
2. Importance of low low high high low
relationship
3. Relative power high high high high equal

4. Time Limitation high high Médium high high high

Total medium medium Médium high high Médium high

Fuente: Elaboración del autor basada en el capítulo 7 (Whetten, 2011)

 Once the evaluation of the situational conditions of the case under study reflected in the
previous table is carried out, it can be inferred that the most appropriate method to resolve
this situation is collaboration, since collaboration between the peers (bosses and
subordinates) is necessary. to find a solution to credit policies, internally review the
incidence of the extensive requirements and their balance with the security provided by the
business carried out under this scheme versus the economic gain that means increasing
sales but that these can be exposed by the Lightness of credit processes.  An additional
aspect to be evaluated is not only the sales of the competition, but the status of the
portfolio, the constancy in payments and the status of the portfolio punished and its
guarantees when required. Additionally, the company's economic impact of the sales
deficit, the impact of the decreasing curve with the same operational support of the
institution must be estimated in the future.

Taking into account all the arguments to be evaluated, I suggest implementing the
strategy of integrative negotiation may be the most appropriate in conflict resolution, since,
through collaborative conflict management, an integral and joint solution can be reached,
giving priority to the relevant aspects and allowing the achievement of the objectives as a
team and as a competing organization within the market. This strategy avoids meeting the
needs of people (managers who seek to improve indicators). Although collaboration
generates a mutual benefit not only between people, but also between human resources and
the company, it generates a high level of satisfaction to achieve the commitment and
loyalty of people committed to the cause. The resolution of the conflict of the case, then
requires that all points of view and quantitative and qualitative perceptions be taken into
account, in such a way that each detail and thoroughness allows to expose “on the table”
the pros and cons of the solution alternatives; allowing the active participation of the
responsible people, which generates a joint contribution in the solution of a problem, since
the negotiation becomes reasonable when it is offered and is based on objective criteria to
define it, allows to establish rules of mutual respect, explore numerous solutions,
accessibility in information and that the interpersonal relationship is understood as a peer
relationship "(Cañón, 2010) Therefore, collaboration must always become the companies of
today, in a basic negotiation principle in which there is a spirit of availability, long-term
business relationships that generate stability not only with customers but also with
employees of the business.
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