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    Conflict Management

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    Rose Fetz
    Conflict can be defined as a process where one party perceives that its interests are being negatively affected by another party. There are different views on conflict, including the traditional view that all conflict should be avoided, the human relations view that conflict is natural and inevitable, and the interactionist view that some conflict is necessary for effective group performance. The desired outcomes of conflict include agreement, stronger relationships through problem solving, and greater learning. There are also various sources, antecedents, and styles of handling conflict between individuals and groups.

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    Conflict Management

    Uploaded by

    Rose Fetz
    246 views33 pages
    Conflict can be defined as a process where one party perceives that its interests are being negatively affected by another party. There are different views on conflict, including the traditional view that all conflict should be avoided, the human relations view that conflict is natural and inevitable, and the interactionist view that some conflict is necessary for effective group performance. The desired outcomes of conflict include agreement, stronger relationships through problem solving, and greater learning. There are also various sources, antecedents, and styles of handling conflict between individuals and groups.

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    Conflict Management

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    Conflict can be defined as a process where one party perceives that its interests are being negatively affected by another party. There are different views on conflict, including the traditional view that all conflict should be avoided, the human relations view that conflict is natural and inevitable, and the interactionist view that some conflict is necessary for effective group performance. The desired outcomes of conflict include agreement, stronger relationships through problem solving, and greater learning. There are also various sources, antecedents, and styles of handling conflict between individuals and groups.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    246 views33 pages

    Conflict Management

    Uploaded by

    Rose Fetz
    Conflict can be defined as a process where one party perceives that its interests are being negatively affected by another party. There are different views on conflict, including the traditional view that all conflict should be avoided, the human relations view that conflict is natural and inevitable, and the interactionist view that some conflict is necessary for effective group performance. The desired outcomes of conflict include agreement, stronger relationships through problem solving, and greater learning. There are also various sources, antecedents, and styles of handling conflict between individuals and groups.

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    of 33

    What is conflict ?

    11-2

    Conflict
    Conflict: A process in which one party perceives that its
    interests are being opposed or negatively affected by another

    party.

    Functional conflict serves the


    organizations interests while

    dysfunctional conflict threatens


    the organizations interests.

    Different views of conflict


    1.
    2.

    Traditional view - assumes all conflict must be avoided


    Human relations view - assumes that all conflict are natural and inevitable outcome in any group

    3.

    Interactionist view - assumes that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.

    11-4

    Desired Outcomes of Conflict


    Agreement: Strive for equitable and fair agreements that
    last.

    Stronger relationships: Build bridges of goodwill and


    trust for the future.

    Learning: Greater self-awareness and creative problem


    solving.

    Nepalese most: tend to go with the traditional view, often avoid conflict - partly cultural, assumes that the problem may go away if nothing is done about it Some American and European: tends to go with the interactionist view often encourage what may be called positive conflict

    Such wide differing views create in its own conflicts: THE CLASHES OF CULTURES

    Sources of conflict
    Ends (Goals, Task)
    Means (Process) Relationships

    11-3a

    Antecedents of Conflict
    Incompatible personalities or value systems. Overlapping or unclear job boundaries. Competition for limited resources. Interdepartment/intergroup competition. Inadequate communication. Interdependent tasks. Organizational complexity.

    11-3b

    Antecedents of Conflict (continued)


    Unreasonable or unclear policies, standards, or rules. Unreasonable deadlines or extreme time pressure. Collective decision making. Decision making by consensus. Unmet expectations. Unresolved or suppressed conflict.

    The conflict within and your own response to conflict situations


    The more aware you are of your personal style, and the more ways you see of being able to resolve a particular conflict, the more sensitive, flexible, and successful you will be in coping with the problem.

    Common Problems in Conflict Management

    First, the parties will simply avoid the conflict. This can be damaging, because it can lead to greater problems in the future. It is usually best that the individuals discuss their differences. Second, individuals involved in conflict may blame the other individual. Often, individuals go beyond the specific behavior in question and blame the character of the person. Third adopting a win-lose mentality.

    Tips for Managing Conflict


    Creative Response (Taking conflict as opportunity rather than problem, creatively responding to it by consciously choosing to see what can be done, rather than focusing on how terrible the situation is) Empathy ( Helping the other person understand that they are being heard and understood) Appropriate Assertiveness ( Being able to state your case without arousing the defenses of the other person, delivering a clean and clear statement of how it is from your side and how you would like it to be)

    Tips for Managing Conflict


    Managing Emotions
    Handling yourself ( Do not deny feelings but express it appropriately, avoid the desire to punish or blame, focus on improving the situation) Handling Others (give attention to positive behaviour, support their real contribution and involvement in the process, disengage from the struggle and help the other party use their power constructively by enlisting cooperation, Support their self worth and autonomy)

    CUDSA model
    1. Confront the conflict 2. Understand the others position 3. Define the problem(s) 4. Search for and evaluate Alternative solutions 5. Agree upon, implement and evaluate the Best solution

    Tips for Employees Having a Personality Conflict


    Follow company policies for diversity, anti-discrimination, and sexual harassment. Communicate directly with the other person to resolve the perceived conflict (focus on the tips presented above). Avoid dragging co-workers into the conflict. If dysfunctional conflict persists, seek help from direct supervisors or human resource specialists.

    Tips for Third-Party Observers of a Personality Conflict


    Follow company policies for diversity, anti-discrimination, and sexual harassment. Do not take sides in someone elses personality conflict. Suggest the parties work things out themselves in a constructive and positive way. If dysfunctional conflict persists, refer the problem to parties direct supervisors.

    Tips for Managers Whose Employees Are Having Personality Conflict


    Follow company policies for diversity, antidiscrimination, and sexual harassment. Investigate and document conflict. If necessary, attempt informal dispute resolution. If appropriate, take corrective action (e.g., feedback, mediation). Refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions.

    The Conflict Iceberg


    Issues Personalities Emotions Interests, needs, desires Self-perceptions and self-esteem Hidden Expectations Unresolved Issues from the past

    Awareness of Interconnection

    The Conflict Process


    Stage I Potential Opposition Antecedent Conditions: Structure Communication Personal Variables Stage III Intentions Conflict-Handling Intentions: Competition Collaboration Accommodation Avoidance Compromise Stage V Outcomes Increased Group Performance (Functional Conflict)

    Perceived Conflict

    Felt Conflict

    Overt Conflict: Partys Behavior Others Reaction Stage IV Behavior

    Decreased Group Performance (Dysfunctional Conflict)

    Stage II Cognition and Personalization

    Cognition and Personalization


    Stage II Phases Perceived Conflict Felt Conflict

    Conflict-Handling Styles
    Assertive

    Competing
    (Forcing)

    Collaborating

    Assertiveness

    Compromising
    Unassertive

    Avoiding
    Uncooperative

    Accommodating
    Cooperative

    Cooperativeness

    11-10

    Alternative Dispute Resolution (ADR) Techniques


    Facilitation: Third party gets disputants to deal directly and
    constructively with each other. between disputants.

    Conciliation: Neutral third party acts as communication link


    Peer review: Impartial co-workers hear both sides and render
    decision that may or may not be binding.

    Ombudsman: Respected and trusted member of the


    organization hears grievances confidentially. own solution.

    Mediation: Trained third-party guides disputants toward their

    Arbitration: Neutral third-party hears both sides in a court-like


    setting and renders a binding decision.

    Practical Application: Conflict-Handling Styles


    What contingency variables influence the appropriateness of different conflict handling styles?
    For each conflict handling style, describe a situation where that style would be the most appropriate

    Interpersonal Conflict Handling Styles


    Avoiding Style
    Unassertive and uncooperative

    Forcing Style
    Assertive and uncooperative

    Accommodating Style
    Unassertive and cooperative

    Collaborating Style
    Assertive and cooperative

    Compromising Style
    Intermediate level of assertive and cooperative behaviors

    When Should the Avoiding Style Be Used to Handle Interpersonal Conflicts?

    The issue is of minor or passing importance.


    Insufficient information to effectively deal with the

    conflict.
    Low power relative to the other party.

    Others can more effectively resolve the conflict.

    When Should the Forcing Style Be Used to Handle Interpersonal Conflicts?

    Emergencies requiring quick action.


    Unpopular actions must be taken for long-term organizational effectiveness and survival. Self-protective action needed.

    When Should the Accommodating Style Be Used to Handle Interpersonal Conflicts?

    Need to defuse a potentially explosive emotional


    conflict situation. Short-run need to keep harmony and avoid disruption. Conflict is primarily personality based and cannot be easily resolved.

    When Should the Collaborating Style Be Used to Handle Interpersonal Conflicts?

    Sufficient required interdependence of conflicting


    parties. Sufficient parity in power of conflicting parties. Potential for long-run mutual benefits. Sufficient organizational support to take the time and energy for collaboration.

    When Should the Compromising Style Be Used to Handle Interpersonal Conflicts?

    Agreement enables each party to be better off, or at


    least not worse off, than without an agreement. Achieving a total win-win agreement is not possible. Conflicting goals block agreement on one persons proposal.

    The Johari Window


    Known to self

    Not Known to self

    Known to others

    I Open Area III Hidden Area (Disclose)

    II Blind Area (Feedback) IV Unknown Area (Experiment/Test)

    Not known to others

    Quadrant I: The open area, refers to behaviour and motivation known to self and others Quadrant II: The blind area represents things that others can see in us that we ourselves are unaware of Quadrant III: The hidden area represents things we know about ourselves but do not reveal to others Quadrant IV: The unknown area in which neither the individual nor others are aware of certain behaviours or motives

    11-11

    Negotiating
    Negotiation: A give-and-take decision-making process
    involving interdependent parties with different preferences.

    Distributive negotiation: Single issue; fixed-pie; win-lose.

    Integrative negotiation: More than one issue; win-win.

    Two Negotiating (Bargaining) Strategies


    Bargaining Characteristics
    Available Resources Primary Motivations Primary Interests Focus of Relationships

    Distributive Bargaining
    Fixed Amount I Win, You Lose Opposed Short-Term

    Integrative Bargaining
    Variable Amount I Win, You Win Congruent Long-Term

    The Bargaining Zone


    Party As Aspiration Range Settlement Party Bs Aspiration Range

    Range

    Party As Target Point

    Party Bs Resistance Point

    Party As Resistance Point

    Party Bs Target Point

    The Process of Negotiation


    Preparation and Planning (BATNA) Clarification and Justification

    Closure and Implementation

    Definition of Ground Rules

    Bargaining and Problem Solving

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