MGT 3090 Prof. Si Ahn Mehng Conflict Styles Inventory Instructions: The Conflict Styles Inventory consists of eight common community conflict situations. After reading each situation, you will need to choose one of four different options for dealing with the conflict. Please keep in mind that none of the options may describe exactly how you would deal with the conflict situation. In this case, you should choose the option that comes closest to what you would do if confronted with a similar conflict situation. In addition, you should base your responses on how you would react if you were the person in the scenario. You should ignore your past experience with or particular feelings about the issue and choose the option that best describes how you would react if you were the person in the conflict situation. 1. A long-time high school principal has announced his retirement. He was respected by his students and loved by his staff and community. The superintendent and school board realized that they had to fill the position with someone of equal caliber. In order to help with this process, the superintendent is putting together a task force of 21 community and school members to review and make recommendations about candidates for the position. You have lived in the community for six years, but you do not have strong relationships with the superintendent or members of the community. You also do not have strong feelings about the school district or who becomes the next high school principal. The superintendent has asked you to lead the task force, but frankly there are a number of other things that you would rather be doing. How would you respond to his request? A. Thank the superintendent for the opportunity but respectfully decline. B. Lead the task force. C. State that the selection of the new high school principal is the responsibility of the superintendent and school board and that a task force should not be part of the hiring process. D. Tell the superintendent that you do not have time to lead the task force, but perhaps you could become a member of the group or help them in other ways. 2. A group of teenagers and parents have been raising funds for the construction of a local teen center and skateboard park. The leader of the fund-raising effort is also a good personal friend of yours. You do not have any children still at home, and you are more or less indifferent to the new facility. However, some other members of the community think a new teen center will only cause problems, and they have started writing letters to the local newspaper to get citizens to stop contributing money to the construction project. A prominent member of the community, who also happens to be a close friend, has asked you to write a letter to the editor in support of the teen center. What would you do? A. B. C. D. Tell your friend that you not a very good writer and are very busy over the next few weeks. Write the letter. Join the group who oppose the teen center. Negotiate a compromise with your friend. Tell her you don't have time to write the letter, but you will \"spread the word\" with the groups you belong to. 1 Source: Curphy Consulting Corporation MGT 3090 Prof. Si Ahn Mehng 3. The local school district has been facing declining enrollment over the past ten years. In order to deal with shrinking budgets, the school board has decided to close two of the five elementary schools in the district. This would save the district a considerable amount of money, but your two children would need to take a bus instead of walking to school. In addition, their class sizes would increase from an average of 18 to 31 per class. One of the key reasons you moved into the neighborhood was because of its proximity to and reputation of the local elementary school. Since you are relatively new to the community, you do not have strong connections with school board members or school administrators. How would you deal with this conflict? A. Not say anything to the school board or administration and accept the fact that your children would be sent by bus to school. B. Tell the school board, PTO, and administration that they had a tough decision to make and you support their decision. C. Organize a group of local parents and citizens who will campaign against the closing of the local school. D. Work with the school board and administration to develop some sort of compromiseeither around the timing of the closure or to develop alternative funding to keep the school open. 4. A mid-sized community was approaching its centennial celebration. As an active member of the community and city council, you have often expressed that the city is starting to show its age. You are worried that former residents returning home for the celebration would be disappointed with the community's general, run-down appearance. You want the city council to set aside $50,000 for a city beautification project. One of your good friends, another city council member, believes the $50,000 would be better spent improving the community's infrastructure. How would you handle this conflict? A. Vote to spend the $50,000 on something completely different than the beautification project or infrastructure upgrade. B. Pass up on the beautification project and support your friend's infrastructure initiative. C. Garner enough support to get the majority of city council members to vote for the beautification project. D. Work with your friend to see if there is a way to split the funding between or find alternative funding for the two projects. 5. A small group of individuals have been trying to recruit new members to their service organization. You know very little about the organization, and right now most of your free time is taken up doing volunteer work at one of the local nursing homes. An acquaintance of yours, someone you see socially once or twice a year, has asked if you would be interested in joining the service organization. The reality is that this is something you have little time for, and you do not want to give up your volunteer work at the nursing home. How do you respond to his request? 2 Source: Curphy Consulting Corporation MGT 3090 Prof. Si Ahn Mehng A. Ask the person to give you some literature about the service organization and that you will get back to him later with an answer. B. Join the service organization. C. Tell the person that you are too busy and not interested at this time. D. Try to spend a little time with the service organization and a majority of time doing volunteer work at the nursing home. 6. Your community has seen little economic expansion over the past few years and the mayor has been working very hard to attract new businesses into town. She recently got a sportswear manufacturing company to consider building a facility in town, but only if the community provided $60,000 worth of property and infrastructure necessary for the building. You have been working in the community for the past 12 years and have a very secure job, and you have no firm position on this economic expansion project. The mayor is a close personal friend of yours, and she has asked you for your support at the upcoming city council meeting. How should you respond to the mayor's request? A. Tell the mayor that you have a previous engagement that evening but that you wish her luck with the upcoming vote. B. Attend the city council meeting and vocally support the new business. C. Tell the mayor you think there are better ways to spend $60,000 of taxpayers' money. D. Ask the mayor if there is another way you could support the new business venture without showing up at the city council meeting. 7. A large meat processing facility recently moved into your small rural community. The company is by far the town's largest employer, and people commute from over 30 miles away to work for the company. The facility is such a large employer that the town has seen a tremendous influx of minorities. In order to better accommodate the new members of the community, the city council has proposed building a large affordable housing complex a few blocks from your home. It is very likely that the complex will drive down the value of your home by over 30 percent. You were looking forward to selling your home and retiring to Arizona in five years, but are not sure you will be able to do this if the affordable housing complex is built. A group of neighbors have banded together to pressure the city council to withdraw his proposal for the complex. One of your neighbors has asked you to join the group, and you feel strongly that the complex should not be built in your neighborhood. You do not have strong relationships with anyone on the city council. How would you respond to your neighbor's request? A. Tell your neighbor you will give it some thought, but that you do not want to get involved with the group. B. Tell your neighbor that the affordable housing complex needs to be built somewhere and it might as well be in your neighborhood. C. Join the neighborhood group. D. Approach the city council and see if it is possible to either delay the construction or move the location of the complex. 3 Source: Curphy Consulting Corporation MGT 3090 Prof. Si Ahn Mehng 8. Your community is made up of a small downtown district dominated by family-owned businesses. Your community was recently approached by a large discount retailer, Wal-Shop, to set-up a store next to the main highway on the outskirts of the town. The new store would likely lower prices on a number of consumer goods and would provide an additional 250 jobs to the local economy. You own the local hardware store, and this new store would likely have a direct effect on your sales. You are adamant that the new store not be built in the local community, and you are leading a group of local citizens and business who are opposed to the new Wal-Shop. Several key city council members are your good friends, and they support the building of the new Wal-Shop. There is a key city council meeting on the issue tomorrow. How should you resolve the conflict that is likely to occur in the meeting? A. Avoid the city council meeting altogether. Use the local media and other community groups to help fight this battle. B. Decide that the relationships you share with the city council members outweigh the negative impact on your business. Attend the meeting but say little, as a highly public fight would only ruin these relationships. C. Go to the city council meeting with determination and wage a highly public battle to defeat the new Wal-Shop. D. Work with the city council and Wal-Shop to find a compromise solution, such as delaying the building of the store, reducing the size of the store, or moving the store to a location farther away from the business district. 4 Source: Curphy Consulting Corporation MGT 3090 Prof. Si Ahn Mehng Scoring Keys for the Conflict Styles Inventory There are two different ways to score the Conflict Styles Inventory, and these include the Preferred Conflict Styles and Recommended Conflict Styles keys. The Preferred Conflict Styles key indicates your predominate ways for dealing with conflict. Everyone tends to have one or two ways they prefer to deal with conflict, and as a result, they also tend to overlook using some of the other ways to deal with conflict. It is important for people to understand their preferred and more neglected conflict management styles. Follow the instructions below to determine your Preferred Conflict Styles: 1. Record the number of A, B, C, and D responses to questions 1-8 in the space below: A: _____ B: _____ C: _____ D: _____ 2. Plot the number of A-Ds on the graph below: 8 7 6 5 4 3 2 1 0 A AVOIDANCE B ACCOMMODATION C COMPETITION D COMPROMISE/ COLLABORATION Your preferred conflict management style is the one you most frequently endorsed. People who are highly skilled at resolving conflict and maintaining relationships are adept at using all four styles. In other words, the plot on their graph is relatively flat. Those who over or under use different conflict management styles tend to have plots with peaks and valleys. You should take the time to read about the advantages and disadvantages as well as when to use the different conflict styles at the end of this handout. 5 Source: Curphy Consulting Corporation MGT 3090 Prof. Si Ahn Mehng In addition to your preferred ways of dealing with conflict, some ways of dealing with conflict can be more effective at resolving issues while maintaining relationships, than others. The two key factors in determining the appropriate conflict management style are the importance of your relationship with the other party and the importance of the issue at hand. If both the relationship and issue are important, then compromise and collaboration are the best ways to resolve the issue and preserve relationships. If both the relationship and issue are relatively unimportant, then avoidance is the most appropriate conflict management strategy. Competition is best when the issue is important and the relationship is not; Accommodation is best in the opposite situation. Follow the instructions below to determine the Recommended Conflict Styles: 1. _____ = the number of times you chose the right response to each of the scenarios: 1. A 2. B 3. C 4. D 5. A 6. B 7. C 8. D (Avoidance; low relationship, low issue importance) (Accommodation; high relationship, low issue importance) (Competition; low relationship, high issue importance) (Compromise; high relationship, high issue importance) (Avoidance; low relationship, low issue importance) (Accommodation; high relationship, low issue importance) (Competition; low relationship, high issue importance) (Compromise; high relationship, high issue importance) 2. Benchmark your score using the scale below: 6-8 You do a very good job flexing your conflict management styles to the demands of the situation. You will likely be seen as someone who does a good job resolving issues and maintaining relationships. 4-5 You do a reasonable job matching your conflict management style to the demands of the situation. But it is likely that one or more preferred styles are being overused, and interfere with your ability to successfully resolve issues and maintain relationships. 1-3 You likely are overusing one or two preferred conflict management styles. You probably need to adopt more styles into your repertoire in order to be a more effective community leader. 6 Source: Curphy Consulting Corporation MGT 3090 Prof. Si Ahn Mehng The Four Conflict Management Styles Avoidance: In this conflict management style, you simply avoid the other party and even naming the conflict. An example here might be to walk across the street to avoid running into the person so you do not have to talk to about the issue. This is the most effective conflict management style when neither the relationship nor the issue is particularly important to you. It can be a very effective short-term strategy if: (a) you or the other party need time to calm down before discussing the issue; (b) you or the other party are tired and need time to recuperate; or (c) you do not want to get sucked into a situation where you cannot successfully resolve the issue. It can also be an effective long-term strategy as long as the issue and the relationships remain relatively unimportant. But if overused, other people may see you as uncaring, uninvolved, unconcerned, or having little impact. Accommodation: In this conflict management style, you give in on the issue in order to maintain or grow the relationship you share with the other party. You may disagree with the other party's position on the issue, but the importance of the relationship outweighs the need to take a firm stand. Unlike avoidance, the issue is usually named and dealt with. One party \"wins\" the issue, but the other party \"wins\" the relationship. This is an effective strategy as long as the issue is unimportant to you, but can be problematic if used to resolve issues that you believe are important. By overusing this strategy, you run the risk of being seen as someone who will not stand up for what he or she believes in (i.e., \"a doormat\"). It can be a particularly inappropriate strategy if the issue is the relationship between the two parties such as in an abusive relationship. Competition: With this style, the issue becomes so important that you feel you need to win even if it costs you the relationship with the other party. In many cases, the relationship with the other party is not that strong to begin with, but it is important to remember that the competition should be focused on the issue, not with the other party. The goal should not be to make the other party a loser, but rather to get what you want on the issue. Competition is a very legitimate strategy when the issue is related to a person's core values. However, people who overuse this strategy often compete on relatively minor issues. They get involved in issues that are really of no concern, and as a result oftentimes may win the battle, but just as often lose the war. Compromise/Collaboration: Sometimes both the relationship and the issue may be important to you. In these cases, the compromise/collaboration conflict management strategy is often the most effective, as it helps you gain some or all of what you want on the issue while maintaining strong relationships with the other party. In collaborative situations, both parties work hard to find mutually acceptable solutions. The advantage of this approach is that both parties have buy-in to the final solution, but this approach takes a long time. People with this tendency tend to want to collaborate on everything, the end result being relatively minor issues taking a long time to resolve. Alternatively, the compromise approach has both parties making acceptable tradeoffs so that both sides get a partial \"win\" on the issue. However, it is important to realize that some issues cannot be neatly divided (you cannot build half a school), and both parties walk away without being completely satisfied. If the dissatisfaction with the partial solution is great enough, people will abandon the compromise solution and will likely compete on the issue. 7 Source: Curphy Consulting Corporation MGT 3090 Prof. Si Ahn Mehng Ch. 16 Skills for Optimizing Leadership as Situations Change Week 16 1 MGT 3090 Prof. Si Ahn Mehng Announcement Please make sure to schedule a proctored exam for your final. Final exam open: April 27th to May 7th Please use Final exam study guide while you study. (See under module 14 and 15 - same document file) This Module - chapter 16 is available early for your final exam purpose. Please make sure to finish all chapter assignments before you take the exam. Late assignment will be accepted by end of April. 2 Learning objectives MGT 3090 Prof. Si Ahn Mehng Identify four components to create a compelling vision: Idea, Expectations, Emotional Energy, and Edge Describe the definition of conflict, and distinguish five conflict resolution strategies: Competition, Accommodation, Sharing, Collaboration, Avoidance Demonstrate tips for negotiations. Distinguish components of performance model: Expectations, Capabilities, Opportunities, and Motivation Explain the nature of Punishment and how Punishment is related to other organizational variables. 3 Introduction MGT 3090 Prof. Si Ahn Mehng Advanced leadership skills are needed in specific situations and when situations change. This chapter will cover the following topics. Creating a compelling vision Managing conflict Negotiation Diagnosing performance problems in individuals, groups, and organizations Team building at the top Punishment 4 Creating a Compelling Vision MGT 3090 Prof. Si Ahn Mehng Leaders often struggle to give a compelling description of how they add value and to get anyone excited to become part of their team. The vision should be a short, concise, personal statement that answers several questions. Where is the team going, and how will it get there? How does the team win, and how does it contribute to the broader organization's success? How does the speaker define leadership? What gets the speaker excited about being a leader? What are the speaker's key values? 5 Creating a Compelling Vision (continued) Figure 16.1: The Four Components of a Leadership Vision Understand the four components of a leadership vision. MGT 3090 Prof. Si Ahn Mehng 1. Ideas -. Assess a team's strengths, weakness, and potential -. Define where the team needs to be with strategies 2. Expectations -. Clearly describe what behaviors do leaders want team members to exhibit -. Leaders need to be role models for those core values by behaving in accordance with these operating principles 3. Emotional energy - about delivery -. The level of enthusiasm leaders use to convey the future vision and the operating principles. -. Make sure this enthusiasm is clear in the delivery 4. Edge -. Pertains to lessons of leadership learned through personal experience (e.g., story) that are related to the core values -. reflect on how their personal experiences can help team members understand where the team is going and why certain behaviors are important 6 Creating a Compelling Vision (continued) MGT 3090 Prof. Si Ahn Mehng Ideas, expectations, emotional energy, and edge make up the four components of a leader's vision The delivery of a leader's vision improves with practice Use video recordings, the personal stories should make sense and easy to follow The most compelling leadership visions are relatively short - less than 10 minutes long (or no more than 3 to 4 ppt slides) Leaders need to consistently tie team events back to their vision and core values Should be able to answer, \"Why should I work for you?\" 7 Managing Conflict MGT 3090 Prof. Si Ahn Mehng Conflict occurs when opposing parties have interests or goals that appear to be incompatible, such as when team members: Have strong differences in values, beliefs, or goals. Have high levels of task or lateral interdependence. Are competing for scarce resources or rewards. Are under high levels of stress. Face uncertain or incompatible demands. Conflict also occurs when leaders' actions are inconsistent with their stated goals and vision. Breakdowns in communication are the most important source of conflict. When does conflict occur? 8 Managing Conflict (continued) MGT 3090 Prof. Si Ahn Mehng The conflict resolution process is affected by several factors. The nature of the conflict The size of an issue - bigger issues are more difficult to resolve The extent to which the problem is defined egocentrically - how much they have personally invested in the problem The existence of hidden agendas - unstated but important concerns or objectives Seeing a conflict situation in win-lose or zero-sum terms Restricts the perceived possible outcomes to either total satisfaction or total frustration A zero-sum situation - intermediate degrees of satisfaction are possible, but increase in one party's satisfaction inherently decrease the other party's satisfaction and vice versa. Perceiving the conflict as unresolvable Neither party gains at the expense of the other, but each continues to perceive the other as an What are the factors that influence the conflict resolution process? obstacle to satisfaction 9 Is Conflict always bad? Possible Positive effects of Conflict Possible Negative effects of Conflict Increased effort. Reduced productivity. Feelings get aired. Decreased communication. Better understanding of others. Negative feelings. Impetus for change. Stress. Better decision making. Poorer decision making. Key issues surface. Decreased cooperation. Critical thinking stimulated. MGT 3090 Prof. Si Ahn Mehng Political backstabbing. Highlight 16.1 Possible effects of conflict 10 Conflict Resolution Strategies (continued) Problemsolving approach Win-win e.g., athletic, business, military heroes e.g., valuation of a pragmatic approach to settling problems e.g., emphasize caution, diplomacy, and turning away from worldly concerns MGT 3090 Prof. Si Ahn Mehng There are circumstances when each of the modes of conflict resolution can be appropriate. Rather than seeking a single best approach to managing conflict, appreciate the relative advantages and disadvantages of all the e.g., Cultural values approaches. of unselfishness, kindness, and generosity 11 Conflict Resolution Strategies MGT 3090 Prof. Si Ahn Mehng Conflict resolution strategies include spending time understanding and clarifying positions, separating people from the problem, and focusing on interests. Thomas described five conflict management approaches based on two independent dimensions: cooperativeness vs. uncooperativeness (i.e., commitment to satisfy the other's concerns) and assertiveness vs. unassertiveness (i.e., assertively stand up for their own concerns). 1. Competition reflects a desire to achieve one's own ends at the expense of someone else. This is domination, also known as a win-lose orientation. 2. Accommodation reflects a mirror image of competition entirely giving in to someone else's concerns without making any effort to achieve one's own ends. This is a tactic of appeasement. Understand five conflict management approaches. 12 Conflict Resolution Strategies (continued) MGT 3090 Prof. Si Ahn Mehng 3. Sharing (Compromise) is an approach that represents a compromise between domination and appeasement. Both parties give up something, yet both parties get something. 4. Collaboration reflects an effort to fully satisfy both parties. This is a problem-solving approach that requires the integration of each party's concerns. 5. Avoidance involves indifference to the concerns of both parties. It reflects a withdrawal from or neglect of any party's interests. Understand five conflict management approaches. 13 Group Discussion MGT 3090 Prof. Si Ahn Mehng First, finish the Conflict Styles Inventory (see the attached file on Blackboard). Second, answer following four questions. Report your result first and compare it with other students. How are your responses different from other students' responses? Question 1-2. (see attached file, page 5 for scoring) - please see how other students responses to each question are different from your responses. Q1. Please report all eight of your responses to eight questions (e.g., my responses are: 1: C, 2: D, 3: A .... 8: D) Q2. Based on your answer above, please report your \"Preferred Conflict Styles\". What is your total number of A, B, C, and D responses? (e.g., Total A: 2, Total B: 2, Total C: 3, Total D: 1) Question 3-4. (see attached file, page 6) Is there the best conflict resolution style for a certain case? Q3. Please check the \"recommended conflict styles\" (page 6 for scoring) and report your score - the number of right responses to each scenario (e.g., my score is 4 - four right responses). Q4. From your own experience, is there the best conflict resolution for certain situations? Or, your preferred conflict style usually worked the best? Please discuss whether it is better to change our conflict resolution styles accordingly, or it is better to keep our preferred conflict resolution style. Please explain with your own example. 14 Negotiation MGT 3090 Prof. Si Ahn Mehng Distributive bargaining - win-lose style with fixed pie, zero sum conditions (short-term gain). Integrative bargaining - win-win style utilizing mutual respect and problem solving (longterm gain). Leaders should always seek win-win outcomes that try to satisfy both sides' needs and continuing interests. However, realistically, not all situations may be conducive to seeking win-win outcomes. Understand differences between distributive bargaining vs. integrative bargaining. 15 Negotiation (continued) MGT 3090 Prof. Si Ahn Mehng Fisher and Ury developed negotiating tips. Prepare for the Negotiation: Considerable time should be spent in preparation for the negotiation. Leaders should anticipate each side's key concerns and issues, attitudes, possible negotiating strategies, and goals. Separate the People from the Problem: Negotiations involve substantive issues and relationships. Personally attacking the other party often makes the conflict even more difficult to resolve. Leaders should not let their fears color their perceptions of each side's intentions. It is not good to blame the other side for our own problems. Communicate clearly - active listening. Focus on Interests, Not Positions: It is important to focus both on your counterpart's interests (not position) and on your own interests (not position). It is much more constructive to satisfy interests than to fight over positions. 16 Diagnosing Performance Problems MGT 3090 Prof. Si Ahn Mehng Performance = (Expectations x Capabilities x Opportunities x Motivation) The model is a framework for understanding why a follower or team may not be performing up to expectations and what the leader can do to improve the situation. Because it is a multiplicative rather than a compensatory model, a deficit in any component should result in a substantial decrement in performance that cannot be easily made up by increasing the other components. 17 Components of the Model of Performance MGT 3090 Prof. Si Ahn Mehng Performance = (Expectations x Capabilities x Opportunities x Motivation) Expectations: Performance problems often occur because individuals or groups do not understand what they are supposed to do. Capabilities: Followers cannot always do things just because they understand what they are supposed to do. Abilities (i.e., talent: difficult to change) and skills (i.e., can be obtained in training) are the two components of capabilities. Opportunities: Followers may lack the opportunity, equipment, and financial resources to demonstrate acquired skills. Motivation: Will followers or groups choose to perform or exhibit the level of effort necessary to accomplish a task? Understand each components of the model of performance. 18 Team Building at the Top MGT 3090 Prof. Si Ahn Mehng Executive teams are similar to other types of teams but different in two ways. 1.Most top teams never function as a whole, so when a situation arises, team members must use their individual skills and high-performance teamwork. Leaders must have the diagnostic skills to discern whether a challenge involves an individual situation or a team situation. Leaders must \"stay the course\" when a team situation is present. 2.Executive teams have an opportunity to enhance teamwork throughout the organization, and only executive teams can change organizational systems (e.g., reward, education, information, and control systems). 19 Tripwire Lessons MGT 3090 Prof. Si Ahn Mehng For team building at the top, some behaviors leaders engaged in could virtually guarantee failure for their teams. Trip Wire 1: Call the performing unit a team but really manage members as individuals Explicit action must be taken to establish the team's boundaries, to define the task, and to give members the authority to manage both their internal processes and the team's relations with external entities (e.g., clients and co-workers). Trip Wire 2: Create an inappropriate authority balance The exercise of authority creates anxiety, especially when a leader must balance between assigning a team authority for some parts of the work and withholding it for other parts. - Managers should be insistent about exercising their authority over direction and over outer-limit constraints on team behavior. Trip Wire 3: Assemble a large group of people, tell them in general terms what needs to be accomplished, and let them \"work out the details\" Groups that have appropriate structures tend to develop healthy internal processes, whereas groups with insufficient or inappropriate structures tend to have process problems. 20 Tripwire Lessons (continued) MGT 3090 Prof. Si Ahn Mehng Trip Wire 4: Specify challenging team objectives, but skimp on organizational supports Even if a work team has clear, engaging direction and an enabling structure, if the team is not well supported, its performance can fall below the group's potential. Support example includes corporate compensation policy for team bonus, training in team skills. Trip Wire 5: Assume that members already have all the competence they need to work well as a team A strictly hands-off managerial stance can limit a team's effectiveness, particularly when members are not already skilled and experienced in teamwork. 21 Punishment MGT 3090 Prof. Si Ahn Mehng Punishment is the provision of an undesirable consequence or the withdrawal of a desirable consequence, which in turn decreases the likelihood that a particular behavior will be repeated. Arvey and Ivancevich reviewed three myths about punishment. Punishment results in undesirable emotional side effects on the part of the recipient. Undesirable emotional side effects of punishment might occur only when punishment was administered indiscriminately or was particularly harsh. Punishment is unethical and inhumane. Future-oriented (to help improve behavior) vs. past-oriented (simply a payback for past misdeeds) - past-oriented punishment can be ethically more questionable We must also consider the ethics of failing to administer punishment - cost of failing to punish a potentially harmful behavior Punishment rarely works anyway. Judicious administration of sanctions, combined with advice about how to avoid punishment in the future, may successfully eliminate undesirable behaviors on a more permanent basis. 22 Administering Punishment MGT 3090 Prof. Si Ahn Mehng Punishment can lead to positive organizational outcomes if administered properly. To make punishment effective, leaders should: Recognize their bias toward internal attributions (fundamental attribution error). Gather as many facts as possible before deciding whether to administer punishment. Focus on the act, not the person. Be consistent across both behaviors and leaders. Clarify the rationale and identify the future consequences of misbehavior. Provide guidance about how to improve. Understand what leaders should know to administer punishment properly. 23 MGT 3090 Prof. Si Ahn Mehng No week 16 weekly memo Four group discussion questions - make sure to answer all questions. Please use this time to study for final exam. Make sure to use the final exam study guide. Thank you for working hard throughout the semester! Good luck for your final exam! 24