). The Far-Fetched Hypothesis Definition: The far-fetched hypothesis fallacy often offers an implausible theory as the correct rationalization, rather than first ruling out a more ordinary one (Dowden, 2004)
The Far-Fetched Hypothesis Definition: The far-fetched hypothesis fallacy often offers an implausible theory as the correct rationalization, rather than first ruling out a more ordinary one (Dowden, 2004). It is a fallacy of inductive reasoning that occurs when a person accepts this unreasonable theory, when there is another more reasonable theory, often based more on facts, available (Messina & Messina, 2004)
The greatest marketing challenge for Classic Airlines will therefore be fining ways to make its customers happy and satisfied. Only by creating a platform for customer satisfaction can the company hope to survive, since the lifeblood of any company is indeed its customers (Tokhi, 2009)
It's the kind of only-in-America story that makes us shake our heads in wonder, even pride. At a time of 9% unemployment, it's also the sort of story we Americans desperately need to hear more of" (Chafkin 2011) References Chafkin, M
Social entrepreneurs seek to merge 'doing good' with 'doing well' (i.e., being profitable) (Elkington 2008)
Change.org spreads the word about good causes and it also has proven to be lucrative (Geron 2012)
Some consider it unethical focus on anything else, given that shareholders buy stock in the corporation with the expectation of receiving a return on their investments, not funding the pet social causes of the board of directors. In fact, some might say that American capitalism by its very nature is inherently amoral given the inequalities it fosters (Tyrangiel 2012)
One of the major considerations adopted by the restaurant in its production of these foods is the evaluation of the effect of the foods on consumer health, the environment, and its finances. This is primarily because the development of better fast foods is dependent on the effect of the food items on consumer health, the environment, and the organization's bottom lines (Gross, 2012)
In order to help his clients resolve their issues and conflicts with other parties, the conflict coach asks them to think politely about the ways in which their issues can be resolved and mutual trust can be rebuild. A conflict coach can provide his services for both the parties; but it is important to arrange separate meetings in order to know their opinion independently and get deep insights into the actual reasons of conflict (Cloke & Goldsmith, 2011)
Workplace conflicts are also considered negative for an organization due to the heavy costs associated with their consequences. Conflict coaching helps these managers in resolving workplace conflicts and avoiding these heavy costs (Costello, Clarke, Gravely, D'Agostino-Rose, & Puopolo, 2011)
An effective management and resolution of these conflicts in vital in order to live and work in a happy and contented setting. Conflicts and issues among employees have always been considered negative for the employees' performance and overall organizational productivity (Ellinger, Hamlin, Beattie, Wang, & McVicar, 2011)
Generally companies ask their middle level managers to act as conflict coaches for their subordinates (Raines, 2013). However, third parties are also called when conflicts arise between employees and their immediate supervisors (Goldsmith, Lyons, & McArthur, 2012)
Organizations that wish to build strong organizational culture have to bear these costs and train their managers in the area of conflict management coaching. Introduction: Conflict Coaching Conflict coaching is a set of techniques to help people in resolving their personal and workplace conflicts in a very friendly and productive manner (Jones & Brinkert, 2008)
Introduction: Conflict Coaching Conflict coaching is a set of techniques to help people in resolving their personal and workplace conflicts in a very friendly and productive manner (Jones & Brinkert, 2008). For this purpose, the conflict coach acts as a manager or supervisor of the person or persons facing conflict (LeBlanc, Gilin, Calnan, & Solarz, 2012)
The managers or conflict coaches should try to resolve the conflicts among employees in such a fashion that these employees never be at odds with each other in the future. They should be made to learn that they have to work like a single unit for the success and prosperity of their organization (Neault & Mondair, 2011)
In either case, the purpose of conflict coaching is to prevent the issue from getting worse and resolve it before it turns into a hostile or controversial matter for the whole organization (Jones & Brinkert, 2008). Generally companies ask their middle level managers to act as conflict coaches for their subordinates (Raines, 2013)
Conflict coaching primarily aims to strengthen employee relationships and remove hatred and revulsion from their hearts (LeBlanc, Gilin, Calnan, & Solarz, 2012). Although conflict coaching focuses on resolving conflicts among employees in every possible way; companies apply its principles to better execute their human resource management practices and strengthen their organizational culture (Runde, Flanagan, & Center for Creative Leadership, 2010)
Motivational Techniques: The most motivational techniques used by conflict coaches to keep their subordinates or clients (the employees) away from conflicts with the conflicting parties include training on conflict resolution, corporate and ethical principles, and importance of organizational culture, and job rotation, enrichment, and enlargement. The application of each of these techniques depends upon the type of conflict which the organizational members face in a particular situation (Shatto, 2013)
One-on-one conflict coaching allows the conflict management coach to get deep insights into the root causes of dispute. He listens to the opinion of the employee very deeply and tries to figure out the area where the dispute is the most intensive between the two parties (Stober & Grant, 2006)
The organizational capacity is the third area of concentration, where the manager must be able to demonstrate strategic leadership, and utilize the human and economic resources that are available to him at its optimum best levels. (Chapter 4, Diagnosing the Performance of your Organization) The performance of the organization could then be judged according to the various activities that are conducted within to achieve its best performances, and this may include the team's effectiveness, efficiency, proficiency, and its financial viability