The process of dealing with conflict in management is a complex one.
This is especially true when the conflict arises out of the need to make an
important decision. Indeed, some assert that the core responsibility of
any good manager is his or her ability to make good decisions in the midst
of pressure and difficulty. One of the best methods with which any good
manager can accomplish this, rather daunting task, is to utilize a decision
making scheme in which a logical "stair step" approach is used.
There is little doubt that, although good managers are imbibed with a
certain amount of authority in the workplace, that authority involves
significant responsibility for competent decision making. In fact, the
decisions managers make can "make or break" the effectiveness of the
manager, him or herself, as well as the business as a whole. For this
reason, it is extremely useful to remove the emotional component from the
decision making process as much as possible, by invoking four key steps.
The initial step involved in good decision making entails a thorough
examination of the question at hand. Just what is the issue' What is
involved' One must examine and determine the core of the issue or problem.
To do this, a good manager must have the ability to get to "the heart of
the issue." Is it a technical problem' If so, what are its components' A
personnel problem' Is it based on individual performance or behavior, or
is it embedded in group dynamics' In short, this step involves an ability
to "see" what the core issue is that needs a decision-based resolution.
The second step involves examining, considering, and forecasting the
effects of the decision or action under consideration. Will it effect the
situation identified in the first step in the desired fashion' Will it
have other, more problematic effects' What are the issues that are
expected to ari...