6.2 UNIT ASSIGNMENT: CHAPTER STUDY QUESTIONS ON BUILDING INTERORGANIZATIONAL BRIDGES
Order Description
UNIT SIX INTRODUCTION
Unit 6 Intro: Research Topic 4-Building Interorganizational Bridges
You are now well on your way to seeing many issues in Conflict Management. As you continue
in your study and practice, you will be drawn to specific areas that are relevant to your calling
and direction. As you navigate these areas, you will gain skills and wisdom to guide others to
manage organizational conflicts as well.

In Unit 2, we began with “How Do I Build Internal Bridges for Managing Conflict?” Remember
that we are all growing in these areas of Conflict Management, a major focus and time
commitment in our leadership.

In Unit 3, we went from managing our own internal bridges to coaching others to manage and
build intrapersonal bridges within themselves. In guiding people to “tell the story” we enter into
a conflict coaching process to assist others in connecting the external conflict with the conflict
that often takes place within oneself.

In Unit 4, we asked “How Do I Build Interpersonal Bridges for Work Relationship Conflict?” We
lead the person to create and envision the Best Story, that is, to envision the best possible
outcome to a conflict and lead a person in developing new skills.

Last week in Unit 5, we viewed current conflict leaders in our IN THE FIELD Presentations that
give us insight on how different conflict leaders interact with different environments.

In Unit 6, we look at Research Topic 4 on building Interorganizational Bridges. Effective leaders
develop skills to manage conflict between formal teams within organizations and between
independent organizations. The principles and practices involved in personal conflict
management now extend into guiding organizations to greater effectiveness.
Remember the first steps of grace as the Lord comes to each of us to restore or increase our
relationship with Him. Devote time to this wonderful and strong love (see Psalm 62:11-12) and
continue in your peacemaking by coaching organizations to work well together.

So let’s do good research into these areas and perform some self-assessments that will give you
guidance on how to analyze your conflict situations.

**NOTE: We also begin the process of creating Strategy #3: Your own Personal Conflict
Strategy Action Plan for future development.

UNIT SIX OUTCOMES
Upon completion of this unit you should be able to:

1. Identify key characteristics of dysfunctional and functional conflict.
2. Articulate a heightened awareness of the role conflict plays in an organization.
3. Discuss the importance of creating a conflict-positive environment.
4. Understand the power of team building and collaboration as a means of avoiding
dysfunctional conflict within the organization.
5. Help the student learn various approaches to conflict and negotiation in problem solving
on personal, organizational, and global/cultural levels.
6. Engage in productive discussions on organizational conflict issues.

UNIT SIX RESOURCES
? Textbook: The Peacemaker (3rd), Sande, Ken. (2004)
? Textbook: Conflict Coaching: Conflict Management Strategies and Skills for the
Individual, Jones, Tricia & Brinkert, Ross (2008)
? Textbook: Communication in Global Business Negotiations: A Geocentric Approach, Rudd, Jill, &Lawson, Diana. (2007)
? 6.2a Word: Unit 6 Chapter Study Questions
? 6.5a PDF: Conflict-Management Climate Index
? 6.6a PDF: Team Effectiveness Critique
? Course Resources: Study Question Threaded Discussion Model
? Course Resources: Self-Assessment Guide
? Course Resources: Self-Assessment Summary Form
? Course Resources: Action Plan Guide
—————————————————————————————————————————————–
UNIT SIX ASSIGNMENTS
6.1 TEXT/MEDIA: TEXTBOOKS

INTRODUCTION AND ALIGNMENT
See Unit 6 Introduction

Upon completion of this assignment you should be able to:
? Identify key characteristics of dysfunctional and functional conflict.
? Articulate a heightened awareness of the role conflict plays in an organization.
? Discuss the importance of creating a conflict-positive environment.
? Help the student learn various approaches to conflict and negotiation in problem solving
on personal, organizational, and global/cultural levels.
? Understand the power of team building and collaboration as a means of avoiding
dysfunctional conflict within the organization.
RESOURCES
? Textbook: The Peacemaker (3rd), Sande, Ken. (2004)
? Textbook: Conflict Coaching: Conflict Management Strategies and Skills for the
Individual, Jones, Tricia & Brinkert, Ross (2008)
? Textbook: Communication in Global Business Negotiations: A Geocentric Approach, Rudd, Jill, &Lawson, Diana. (2007)

BACKGROUND INFORMATION
This assignment builds on Unit 2’s foundation building internal bridges, Unit 3’s focus on
building intrapersonal skills and Unit 4’s skills on building interpersonal bridges. In this Unit,
we take the next step to building organizational bridges to other teams, departments, or other
external and cultural organizations.
INSTRUCTIONS
1. Read Part 4, Chapters 11 & 12, of The Peace Maker textbook.
2. Read Chapter 14 of Conflict Coaching textbook.
3. Read Chapters 1-2 of Global Business textbook.
—————————————————————————————————————————————

6.2 UNIT ASSIGNMENT: CHAPTER STUDY QUESTIONS ON BUILDING INTERORGANIZATIONAL BRIDGES

INTRODUCTION AND ALIGNMENT

This assignment is your Research Topic Chapter Study doing research in the textbooks and
making analytical decisions on FIVE of the ten Core Questions that apply to your own
leadership situation.

Upon completion of this assignment you should be able to:
? Identify key characteristics of dysfunctional and functional conflict.
? Articulate a heightened awareness of the role conflict plays in an organization.
? Discuss the importance of creating a conflict-positive environment.
? Help the student learn various approaches to conflict and negotiation in problem solving
on personal, organizational, and global/cultural levels.
? Understand the power of team building and collaboration as a means of avoiding
dysfunctional conflict within the organization.

RESOURCES
? Textbook: The Peacemaker (3rd), Sande, Ken. (2004)
? Textbook: Conflict Coaching: Conflict Management Strategies and Skills for the
Individual, Jones, Tricia & Brinkert, Ross (2008)
? Textbook: Communication in Global Business Negotiations: A Geocentric Approach, Rudd, Jill, &Lawson, Diana. (2007)
? 6.2a Word: Unit 6 Chapter Study Questions

BACKGROUND INFORMATION
This assignment builds on Unit 2’s foundation building internal bridges, Unit 3’s focus on
building intrapersonal skills and Unit 4’s skills on building interpersonal bridges. In this Unit,
we take the next step to building organizational bridges to other teams, departments, or other
external and cultural organizations.
INSTRUCTIONS
1. Download the Word document Unit 6 Chapter Study Questions to your computer.
2. Use this Word document to provide your answers to FIVE of the ten questions (should
do at least 1 question from each textbook).
3. Each question has 2 parts to do:
a. Core Question (CQ) which needs to be read carefully and answered accordingly (such
as if it asks for 2 of the 4 characteristics, you only need to answer the question for 2).
This is usually a definition/description and an explanation type of question.
b. Discussion and Answer (D&A) which should be read carefully and discussed.
c. Underline your main choices and highlight them and your answers so they are easily
noticed.
4. Submit completed in Word document.
Unit 6 Chapter Study Questions –
How Do I Build Interorganizational Bridges in Collaborative Conflict?

Do only 5 of the items below (should do at least 1 from each textbook). You need to pay close attention and provide only the information requested in the Core Questions. (For example, #1 Part A-CQ asks for “two of the four characteristics,” so you only need to provide your two choices and describe or explain them.) Then go on to do Part B-D&A. Highlight the questions (and answers) you do in a color to emphasize the questions you answered.

1.The Peace Maker, Part 4, Ch. 11: Look Also to the Interests of Others
Part A: Core Question (CQ): From a personal perspective, we learn to see beyond our own interests to the interests of others as well (Phil. 2:4).
(A) Which one of the elements in Sande’s PAUSE rule is most helpful when it comes to looking beyond ourselves to the interests of others.
(B) Which two of the several activities in the “Prepare” elements do you think are the most challenging to embrace as we seek to look beyond our own interests to another’s interests at the same time? Why?

Part B- Discussion & Application (D&A): As a leader in managing conflict, what do we do to overcome these challenges? How does your organization overcome the resistance to look also to the interests of others?

2.The Peace Maker, Part 4, Ch. 11: Look Also to the Interests of Others
Part A: Core Question (CQ): Leaders in managing conflict are the ones who begin the process to Affirm Relationships (see beginning sample statements on p. 231). Which two of the eight ways to demonstrate concern and respect during the negotiation process are the most challenging in looking to the interests of others? Why?

Part B- Discussion & Application (D&A): How present in your organization are the two ways you chose as you all talk about other people and organizations? Why?

3.The Peace Maker, Part 4, Ch. 12: Overcome Evil with Good
Part A: Core Question (CQ): Leaders in managing conflict still have a unique strategy (compared to many in our society) when conflict management does not go the way we hoped. Which two of the five principles to use with people who persistently resist our efforts to make peace build the most effective bridges for future reconciliation? How?

Part B- Discussion & Application (D&A): How does your organization respond to those within the organization who do not see eye to eye? How does your organization relate to those beyond your organization who do not see eye to eye or are seen as competitors/opponents? What can your leaders do as effective conflict managers?

4.The Peace Maker, Appendix F
Part A: Core Question (CQ): Most organizations have a certain culture for peacemaking.
(A) Which of the five levels of peacemaking growth and productivity (291) best describes your organization? What are the evidences?
(B) Which of the ways Level 5 (Multiplication) churches are practicing peacemaking by going beyond the walls seems most effective to you in reaching another culture and/or a new generation? Why?

Part B- Discussion & Application (D&A): What do you need on a personal level as a leader in managing conflict to guide your people and organization beyond your “walls”? Where will you find resources to meet your needs? When will you schedule an appointment?

5.Conflict Coaching, Ch. 14: The Future of Conflict Coaching
Part A: Core Question (CQ): “Change is the law of life. And those who look only to the past or present are certain to miss the future” (Winston Churchill). As our world grows increasingly closer in time and travel, we move beyond the conflict in our own selves, workplace, and culture to gain also a global view. Using methods of the past quickly leaves conflict managers in the dust. We find ways to answer the question: “What do other types of people need in a different age and/or culture?” Which two of the ten areas of research do you think will best open up our horizon as conflict managers to understand a new culture or a new generation?

Part B- Discussion & Application (D&A): Why do you think leaders so often stay with methods that worked in the past and work in the present to manage conflicts? What do you think your leaders need to do or need to see beyond their horizon to manage conflicts between current cultures and/or with a new generation?

6.Conflict Coaching, Ch. 14: The Future of Conflict Coaching
Part A: Core Question (CQ): Our world is finding new technologies to give and receive information.
(A) Which two of the six Training and Delivery Systems do you believe will be more effective in managing conflict with a new culture and/or a new generation? Why?
(B) Which one of the three Policy/Implementation Issues do you believe to be the greatest challenge in managing conflict between cultures and/or a new generation? Why?

Part B- Discussion & Application (D&A): Do you see any conflict issues that are different between cultures? Do you see any conflict issues that are different between generations? What does your organization need to do to look above and beyond its current boundaries?

7.Global Business, Ch. 1: Introduction and Overview (Global Environment/Geocentricism)
Part A: Core Question (CQ): Now we take managing conflict and peacemaking into the entire world. Global business is really about global relationships. We create “business” (especially the Father’s business!) based on relationships. So we must understand the “globe.”
(A) Define Organizational Culture and Centricity. How does one of these relate to your organization?
(B) Then choose one of the “-centricity” definitions (9-13) that best describes your organization. What are the signs of that “-centricity” in your organization?

Part B- Discussion & Application (D&A): Of all these areas, what do you think is the most needed element to build bridges in your workplace? Which of the negotiation approaches is clear in your workplace? How does it affect the culture?

8.Global Business, Ch. 1: Introduction and Overview (Global Environment/Geocentricism)
Part A: Core Question (CQ): Rudd/Lawson state: “It is the individual who communicates and finds ways for reaching an agreement—not nations, companies, or cultures.” So the skills of the individual negotiator and knowledge of the environment/culture are equally important. In the section “An Interdisciplinary Examination” (15ff.), which two of the premises that researchers discovered about how we understand who we are and why we behave in certain ways does your organization need in order to gain a global perspective?

Part B- Discussion & Application (D&A): Who in your organization seems to push for a global perspective? How does that person manage conflict? How do you think these previous two questions relate?

9.Global Business, Ch. 2: A Geocentric Perspective
Part A: Core Question (CQ): This chapter gives an excellent overview of the world’s economy in a nutshell (well, at least a 23 page nutshell with a lot of tables!) and is surely worth a quick read for a global thinker. Rudd/Lawson state: “One of the greatest competitive challenges for global managers is knowledge. …(W)orldwide learning …is a key capability to sustainable competitiveness in the global business environment” (23).
(A) State the percentage of the world’s population that is in developing countries. How does this relate to your home country and affect your way of thinking?
(B) Which of the reasons to understand the distribution between developed and developing countries (27ff) presents a challenge for leaders who manage conflict on a global level? How do you think this might have an impact on international relations, conflicts, and negotiations?

Part B- Discussion & Application (D&A): How much does your organization stay abreast of the world’s development and needs? How much does your organization see the world’s desires and needs as an opportunity…or a threat?

10.Global Business, Ch. 2: A Geocentric Perspective
Part A: Core Question (CQ): In 2004, China was the second largest economy in the world (after the US) and is still considered a relatively poor country (25). Consider all the other developing countries that are much smaller and also seeking attention and we see the enormous challenge to have a geocentric approach to managing conflict and peacemaking. This chapter provides a “big picture view of the world” that is dynamic and continually changing. Which two of the seven Guidelines for Understanding the Global Environment could make an impact on your organization in entering a global mindset for managing conflict and peacemaking?

Part B- Discussion & Application (D&A): Jesus sent John the Baptist six signs in Matthew 11:5 that give evidence of his leadership. Which one do you think most relates to our discussion? Why? How do you think this relates to Jesus’ encouragement: “Blessed are the peacemakers.”