1. How would you define “Frozen Preferences” and what is the impact of this concept on strategy formulation, alternative analysis and recommendation? • Managers don’t like to make major strategic changes once decisions have been made (except in the case of overwhelming evidence) as they will look unprepared and ineffective and their creditability is damaged • Frozen preferences o Management has made a decision and over time analysis shows that their decision may not be the best choice o However they feel compelled to maintain their current strategy even if it is not the best course of action. • As management preferences becomes a larger part of the organization (personnel changes, budgets etc), it becomes more and more difficult to change direction. o A tendency to avoid reversing changes even if it was not the best choice o In reality, past expenditures are sunk costs and the organization should use a clean slate to look at new choices, but to the manager, this will come at great personal loss.
Thus a person can initially adopt a neutral stance, but soon become mired in the conflict and unable to withdraw. Moreover, one’s own moral instincts often force a person to engage with one side or another. Once the moral choices become clear it can be difficult to remain detached. Finally, once gains some perspective on what conflict truly entails it becomes almost impossible to remain a bystander. The long and brutal history of conflict between the western powers and the eastern bloc over the issue of communism illustrates just how people can be drawn into a conflict whether they wish to or not.
Dillard’s can’t afford any negative publicity regarding such issues. Dillard’s has to be aware of the potential devastation of laws suite involving discrimination of any type. There should be a training program set up for employees in order to educate and avoid potential litigation. Foreign trade can be a very risky business. Among all the risks involved with international trade, the political ones are more difficult to measure.
Especially between two countries. When there is a scarce resource and another country has it and is not willing to trade or part ways with it, a war can ultimately begin. Between two people a fight can ensue over competition over the scarce resource. All of this despite awareness of how scarce the resource may actually be. Personality clashes can cause inevitable conflict especially between individuals.
CONFLICT RESOLUTION WILLIAM, SHEARER SHIRLEY ROBINSON, TWAQUISH WILLIAMS and VIRGIL GREENE LDR/531 – ORGANIZATIONAL LEADERSHIP 20150502 Introduction Conflict usually occurs when two or more participants come into collision because of any disagreement. Actually, it is a natural concept that immediately arises whenever there is incompatibility between the intentions of two parties. Conflict is sometimes good and at times it is bad; it is good because due to conflict a prosperous decision is guaranteed but it is awful due to the tension it creates. The worst conflict can end up the contract and thus create loss of thousands. Conflict starts as a spark that spread in an association like a wildfire in a forest.
When the ego comes out tempers will flare and we will want to do whatever we can to protect our point of view. When we come into a group with someone that has a preexisting aggression towards one another that is the most difficult thing to overcome. Another roadblock will be the fact they may not be able to move towards the same goal or at least not with the same determination depending on if one or both are holding on the their
Assessment activity 10 1. It is impossible that we only identifying the risk, instead of fully researching that can be understand, the potential impact dissolved and find out the most proper way to manage and identified it. In the process to find out the understanding of the risk, it may cause some unpredictable effect, such as the risk has broke out early than expected, the effect area was more serious than we expected. Those are some conceive situation when the risk going unstable/ unpredictable, so when we plan to identify the risk, we must assume any worse situation as we can, it ensure the property and human being’s safety. 2.
1 Barriers to Critical Thinking Teri-Ann Phillip Instructor: James Nobis HUM/115 07/30/2015 Barriers to Critical Thinking There are many barriers that can, and do affect us from thinking critically. Mostly these barriers can impede our abilities and cause a lack of effectiveness in our decision-making skills. Can also result in poor choices that create undesired effects. It is best to think things through to the best of one's abilities. The Self-Serving Bias One barrier to critical thinking is self-serving biases.
This paper is based on the theory of conflict and conflict resolution. The article Conflict Resolution states that, in its most competitive and destructive form, conflict resolution equates with warfare. Our knowledge of the early, preliterate history of warfare is limited, but we can presume that warfare was then chiefly a function of survival and a means of preserving social groups. When it comes to relations between people conflict can have many definitions. Maurer (1991) defined conflict as a "disagreement resulting from incompatible demands between or among two or more parties" (p.
Entrapping grounds, also known as entangling grounds, are dangerous for any unprepared armies. One can easily launch an attack and capture the unprepared enemy in an entrapping ground. However, the situation can be a tricky if the enemy is well-prepared. In this case, the attacking party will not be able to defeat the enemy easily. To make matters worse, retreating is not an easy task in this type of ground, putting the attacking party in a disadvantageous position.