UNIVERSIDAD EAN

DESARROLLO DE COMPETENCIAS DIRECTIVAS Y MODELOS DE ALTA

GERENCIA

GUÍA 3

Presentado por:

Julián David García Ardila

Docente:

Mauricio Guerrero

Bogotá 21 de noviembre de 2021

 COMPONENTE INDIVIDUAL

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

El formulario lo encuentra en el siguiente vínculo Encuesta manejo de conflictos:
After responding the questionnaire, please do the following activities:

MANEJO DE LOS CONFLICTOS INTERPERSONALES

Clave de resultados: resultado de 1 a 6, siendo 1 totalmente en desacuerdo y 6 totalmente
de acuerdo ¿Valoración del estudiante?
AREA DE HABILIDAD

Iniciar una queja

1. Evito hacer acusaciones personales y atribuirlos a motivos egoístas de la otra
6
persona.
2. Cuando expreso mis inquietudes, las presento como mis problemas. 2
3. Describo problemas en forma concisa en términos del comportamiento que se
6
presentó, sus consecuencias y mis sentimientos al respecto.
4. Específico las expectativas y los estándares que se han violado. 6
5. Hago una petición específica. 6
6. Persisto en la explicación de mi punto vista hasta que la otra persona lo
6
entiende.
7. Estimulo la interacción bidireccional al invitar al interlocutor a expresar su
6
perspectiva y a hacer preguntas.
8. Cuando existen varias inquietudes, trato los asuntos en forma creciente,
comenzando con los simples y fáciles, y progresando hacia aquellos que son 6
difíciles y complejos.
Responder una crítica
9. Busco nuestras áreas comunes de acuerdo. 6
10. Demuestro preocupación e interés genuinos, aun cuando no esté acuerdo. 6
11. Evito justificar mis acciones y ponerme la acción defensiva. 6
12. Busco información adicional haciendo preguntas, que den información
6
específica y descriptiva.
13. Me concentro en un solo asunto a la vez. 3
14. Encuentro algunos aspectos de la queja con los que puedo estar de acuerdo. 2
15. Pido a la otra persona que sugiera comportamientos más aceptables. 3
16. Alcanzo un acuerdo sobre un plan de acción correctiva. 3

Mediar en un conflicto
17. Admito que el conflicto existe y lo trato como algo serio e importante. 6
18. Ayudo a elaborar una agenda para una reunión de solución de problemas,
6
identificando los asuntos que se discutirán, uno a la vez.
 MANEJO DE LOS CONFLICTOS INTERPERSONALES
19. No tomo partido, sino que permanezco neutral. 6
20. Ayudo a mantener la discusión centrada en los problemas más que en las
6
personalidades.
21. Mantengo la interacción centrada en los problemas más que en las
6
personalidades.
22. Me aseguro de que ninguna de las partes domine la conversación. 6
23. Ayudo a las partes a generar múltiples alternativas. 6
24. Ayudo a las partes a encontrar áreas en las que estén de acuerdo. 6
Total 127

Clave de Resultados:
Media 113.2
Usted se localiza en el cuartil superior 122 o más
Usted se localiza en el segundo cuartil 114 a121
Usted se localiza en el tercer cuartil 105 a 113
Usted se localiza en el cuartil inferior 104 y menos

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”.

In the field in which I am currently working, I have been able to highlight different conflicts
of different natures. These basically have their origin in the lack of attention and leadership of
supervisors, to which they respond with evasiveness and without factual interest to the problems
presented at work. Based this situation, I have taken action to confront the situation, so that my
superiors can grasp those attitudes they adopt in the face of the situation mismatch the balance of
the work environment, making for many of us the work becomes heavy. Despite this, whenever I
address this issue, I try to indicate the reasons why the situation can get out of control, exposing
facts that have represented problems in the past and that if not corrected is very likely to worsen.
The results of these meetings have been satisfactory, now my superiors have been able to
identify the strengths of each individual in the operation so that they placed them in activities
where they perform with better results, today the work has become more cordial and the
performance of productivity has increased, confidence grew, and each person has more
awareness of the tasks assigned.

Based on the above, I could say that the action I have faced have allowed to solve conflicts
from negotiation based on complacency, as explained by Whetten & Cameron, (2005), The
method of complacency is more appropriate when the importance of maintaining a good working
relationship exceeds all other considerations. Although this might be the case regardless of their
formal relationship with the other party, it is often perceived as the only option for subordinates
of bosses. Which means that to take quick actions that can be effective, maintain good working
relationships, improve performance, and create a healthy work environment, being complacent
with the counterpart is sometimes more appropriate as long as you take into account the strengths
and desire of people to play the role they want.

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?

The scenario where these skills can be applied is precisely my workplace. Currently the
company where I work is made up of individuals from different cultures worldwide. Each of
them has a different cultural basis, which in some cases can collide with each other. That is why
the leaders of the company must have skills that allow harmony in the workplace, always trying
to achieve results if the integrity of their subordinates is affected. The understanding of this
situation generates an advantage when defining the tasks, getting people to join an activity
depends on the way that activity is defined.

For me it is important to try to maintain a good relationship in the work environment, but also
more important is to discover the skills of people so that they are the ones who through their
performance raise the productive performance of the organization, this translates into better
results and very likely that the work environment is also. The pressure that sometimes brings
with it the work, makes you lose sight of the essentials in organizations, the lack of planning
increases the disorder and this in turn brings situations of stress, which blocks the real
interpretation of the situation and lead to resort to negotiation measures based on coercion or the
imposition of the position of power by superiors.
1.3 How do you know if your performance was effective? Please explain what are the
indicators of success to measure your performance?

Within my workplace, I fulfill a support role to the logistics structure of the company, where I
oversee solving the problems presented by the other collaborators when dispatching the orders to
the final client. The support I provide consists of finding those products that were not available
to the other collaborators, so that the orders of orders reach the final customer completely. The
indicator that measures my performance translates to the way I do my work and the interaction
with other employees. The effective performance in my work will depend on the complete orders
that are dispatched, that is, my job is to complete those orders that have some lack of product,
but also my performance depends on the work done by the other members because, in many
cases, the collaborators omit to look for items so that they improve the speed of dispatch and
therefore maintain a good productive performance

Therefore, the indicator of success that I would put in addition to the one defined by the
company would be in the number of articles that the collaborators in charge of the office can
find, this is achieved through negotiation based on awareness, in which arguments that support a
mutual interest are exposed, in this way a collaborative negotiation style could be adopted. This
negotiation style usually results in I win – You win. It is based on meeting of all needs and on
the creation of mutual value (Kolmackova, 2011).
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.

2.1 What are the salient situational factors? Justify your answer.

The main factors that can be identified in the problem are the importance of the matter
because it is a request by the director of the company where we are asked to increase sales,
because the level of growth in this aspect has not been high and a possible reason is the access
that new customers have to the line of credit of the company, likewise, the importance of
relationship plays another fundamental role since it is a collaborator that affects the performance
of the area in charge. As for the relative power it is two co-workers with similar leadership
positions in the company, finally the time limitations are not high, since the director of the
company has said that although it is necessary to raise the level of sales it is not through the risk
in the line of credit, which does not give many clues to their interests.

2.2 Please respond what is the strategy most appropriate way to conflicts? Justify your
answer.

Based on the above, the collaboration strategy could be worked on since as explained by
Whetten & Cameron, (2005), the collaboration method is the most appropriate when issues are
critical, maintaining an ongoing supportive relationship between equals is important and time
constraints are not pressing. According to Kolmackova, (2011) It is based on meeting of all
needs and on the creation of mutual value. The collaborating style is the basic style which should
be used to achieve the goals in business negotiation. There are also some assumptions which
must be met to be an effective collaborative negotiator. These are: an effort to build trust and to
satisfy the needs of both parties, searching for creative solutions that make both parties winners,
listening to the other person’s ideas etc. In this sense, the interest for the organization is to
improve its level of sales, for which we need to reach common ground with the collaborators of
the line of credit area represented by Miriam, this would give an important push to achieve the
objective and release a little pressure on the sales team who feel a bit at a disadvantage with the
competition. This could improve the trust and support of consumers, being more competitive in
the market and maintaining long-term relationships.

3 Referencias

Kolmackova, M. (2011). Strategies and Tactics of Effective Business Negotiation. Obtenido de

http://goo.gl/Ja3XlN

Whetten, D. A., & Cameron, K. S. (2005). Desarrollo de habilidades directivas. Mexico:

Pearson.