THREE VIEWS OF CONFLICT

TRADITIONAL VIEW Conflict is dysfunctional, destructive and irrational

Usually caused by poor communication, a lack of trust, or a failure to be responsible to the needs of others. STAMP IT OUT!

HUMAN RELATIONS VIEW Conflict is natural in groups and organizations

It may even be beneficial on occasion. Learn to live with it. TOLERATE IT!

INTERACTIONIST VIEW Without conflict, we become static and non-responsive

Conflict keeps us viable and creative, but there are two kinds of conflict: FUNCTIONAL and DYSFUNCTIONAL.

Functional conflict improves long-term group performance. ENCOURAGE IT!

SOURCES OF CONFLICT
COMMUNICATION BARRIERS Semantic difficulties Misunderstandings Noise INCOMPATIBLE GOALS Departmental specialization Long v. short-term objectives SCARCE RESOURCES Money, information, supplies Equipment and building space PERSONAL VARIABLES Personality Differing value systems JURISDICTIONAL AMBIGUITIES Task responsibility and authority Role ambiguity and role conflicts POWER AND STATUS DIFFERENCES UNRESOLVED PRIOR CONFLICTS

ROLE AMBIGUITY UNCLEAR PERFORMANCE OBJECTIVES CONFUSING INFORMATION ABOUT EXPECTED JOB BEHAVIORS UNCERTAINTY ABOUT CONSEQUENCES OF JOB BEHAVIORS ROLE CONFLICTS INTRASENDER The messages from a single sender conflict INTERSENDER Different role sender messages from multiple senders are received, but the messages are incompatible INTERROLE When the roles to be played conflict PERSON-ROLE When my personal attitudes or values conflict with my role expectations

CONFLICT INTENSITY CONTINUUM

MINOR DISAGREEMENTS, MISUNDERSTANDINGS OVERT QUESTIONING OR CHALLENGING OTHERS ASSERTIVE VERBAL ATTACKS THREATS AND ULTIMATUMS AGGRESSIVE PHYSICAL ATTACKS OVERT EFFORTS TO DESTROY THE OTHER PARTY

AT WHAT POINT DOES THE CONFLICT BECOME DYSFUNCTIONAL? HOW DO WE DEFUSE DYSFUNCTIONAL CONFLICT?

CONFLICT STIMULATION TECHNIQUES

(SOME CONFLICT IS GOOD!)

INCREASE COMPETITION AMONG INDIVIDUALS AND TEAMS Contests and incentives based on performancewe know the rules!

COMMUNICATE WITH LESS PRECISION Send ambiguous messages and give very general instructions which will be open to differing interpretations of what to do, etc.
HIRE OR BRING IN OUTSIDERS Add people who differ regarding their backgrounds, values and attitudes (increase heterogeneity)we need some new ideas! RESTRUCTURE THE ORGANIZATIONMAKE CHANGES Realign work groups, alter the rules, etcshake the place up! ENCOURAGE DISSENTAPPOINT A DEVILS ADVOCATE Sensitize the members that its ok to disagree or raise concerns. Designate a critic to purposely argue against the majority position.

CONTROLLING CONFLICT
(LEARNING HOW TO LIVE WITH CONFLICT)

EXPAND THE RESOURCE BASE Can we find more resources so we dont have to fight over them? Find ways to increase budgets, provide more space, etc. SET SUPERORDINATE GOALS Focus attention on higher-level objectivesthe corporate goals that cannot be attained without cooperation.

IMPROVE THE COORDINATION OF INTERDEPENDENCIES Develop better coordination and communication channels to bridge the gap between interdependent departments and groups. Consider liaison roles, task forces, and other integrating mechanisms.
MATCH PERSONALITIES & WORK HABITS OF EMPLOYEES Dont make incompatible personalities work together continuously. Consider a transfer for one or both of them to other units.

RESOLVING AND ELIMINATING CONFLICT

(CONFLICT IS BADGET RID OF IT)

AVOIDANCE OF CONFLICT If I ignore itmaybe it will die down and go away! Separate the parties involvedgive them time to cool off. COMPROMISE If our goals are incompatible, we must bargain with each other to resolve the conflict. Each party gives something up to reach an agreement (a lose-lose situation). CONFRONT THE CONFLICT AND RESOLVE IT Sit down and discuss the issues face-to-face in a mature fashion. Search for a win-win solution, or agree on how the conflict will be resolved (superior decision, arbitration, alternative dispute resolution, etc).

CONFLICT RESOLUTION TECHNIQUES

AVOIDANCE Withdraw from or suppress conflict SMOOTH OVER Play down differences, emphasize common interests COMPROMISE Each party gives something up AUTHORITATIVE COMMAND Top management mandates a solution ALTER STRUCTURAL VARIABLES Redesign jobs, reassign tasks and personnel TRAINING TO CHANGE ATTITUDES & BEHAVIORS Raising sensitivity, learning to negotiate, etc. PROBLEM-SOLVING MEETINGS Face-to-face discussions to find a win-win solution FOCUS ON SUPERORDINATE GOALS A corporate goal that cannot be attained without cooperation EXPAND SCARCE RESOURCES Find ways to increase budgets, provide more space, etc.

CONFLICT-HANDLING STYLES GRID

THOMAS (76)
ASSERTIVE

--------------------------------------------------------COMPETITIVE COLLABORATIVE

SATISFY OWN CONCERNS

COMPROMISING

AVOIDANT
UNASSERTIVE UNCOOPERATIVE

ACCOMMODATIVE
COOPERATIVE

---------------------------------------------------------

SATISFY THE CONCERNS OF OTHERS

Is this a DISTRIBUTIVE (Zero-sum) game -- How shall we split the pie? Or, is this an INTEGRATIVE (Proactive) game -- How to create a larger pie?

THOMAS CONFLICT RESOLUTION STRATEGIES - 1

AVOIDANT
NON-ATTENTION PHYSICAL SEPARATION LIMIT INTERACTION Let people cool down and regain perspective Issue is trivial, more important issues are pressing Potential disruptions outweigh the benefits of resolution There is no chance for you to satisfy your concerns When others can resolve the conflict more effectively

ACCOMMODATIVE
APPEASEMENT GIVE AN OLIVE BRANCH SMOOTH OVER DIFFERENCES CAVE IN When harmony and stability are quite important When the goals pursued are not critical to us To build social credits (idiosyncratic) for later issues When you find you were wrong, or to show youre reasonable To satisfy others and maintain their cooperation

THOMAS CONFLICT RESOLUTION STRATEGIES - 2

COMPETITIVE
USE OF FORCE, POWER AUTHORITATIVE COMMANDS ALLIES, DOMINANT COALITIONS When the goals pursued are incompatible with others goals When important, yet unpopular actions must be taken On issues where there can be no compromise, and time is critical When we think were in the right Against those who have taken unfair advantage in the past

COMPROMISING
BARGAINING MEDIATION ARBITRATION When opponents with equal power have mutually exclusive goals To arrive at expedient solutions under time pressure To achieve temporary settlements to complex issues As a backup (Plan B) when competitive and collaborative attempts fail When goals are not worth the disruption of assertive approaches

THOMAS CONFLICT RESOLUTION STRATEGIES - 3

COLLABORATIVE
PROBLEM-SOLVING MEETINGS CONFRONTATION AND HONEST COMMUNICATION SEARCH FOR SUPERORDINATE GOALS EXPAND SCARCE RESOURCES When both sets of concerns are too important to be compromised When the goals of both parties differ, but are potentially compatible When interaction and cooperation are very important for goal attainment To work through feelings that have interfered with a relationship

DIAGNOSING YOUR CONFLICT SITUATION

WHAT IS IT YOU WANT OR NEED? Precisely state your objectives

WHAT DOES THE OTHER PARTY WANT OR NEED Have them clearly reveal their most basic objective
WHAT IS IT THAT YOU DISAGREE OVER? Facts? ..Criteria? ..Priorities? ..Processes? ..Objectives to be pursued? ..Methods of achievement? WHAT COULD YOU LOSE IF THE CONFLICT CONTINUES?

WHAT OTHER COMMON OBJECTIVES DO YOU AND THE OTHER PARTY SHARE?
MUST YOU HAVE COOPERATION AND HELP FROM THIS PARTY IN ORDER TO ACHIEVE YOUR GOALS?

NEGOTIATION
STEPS IN THE NEGOTIATION PROCESS
PREPARATION & PLANNING DEFINITION OF GROUND RULES CLARIFICATION & JUSTIFICATION BARGAINING & PROBLEM-SOLVING CLOSURE & IMPLEMENTATION

ISSUES IN NEGOTIATION
Do personality traits affect negotiations? NO Are there gender differences in negotiations? NO & YES
WOMEN ARE NOT MORE COOPERATIVE AND PLEASANT TO NEGOTIATE WITH, BUT MEN DO NEGOTIATE SLIGHTLY BETTER OUTCOMES THAN WOMEN.

Does ones cultural background affect the negotiation process?

YES

AMERICANS

PRAISE OTHERS BEFORE THEY CRITICIZE GIVE SMALL CONCESSIONS TALK ABOUT BOTH BUSINESS AND PERSONAL THINGS WANT TO BE LIKED WANT TO GET THE DEAL DONE AS SOON AS POSSIBLE. LIKE CONFLICT, SEE THE PRAISE AS MANIPULATIVE THEY DRAW OUT THE NEGOTIATIONS DONT SEEM TO CARE WHETHER THEY ARE LIKED

FRENCH

ISRAELIS AND BRITISH THINK AMERICANS CHATTER TOO MUCH ABOUT SMALL TALK INDIANS FEEL THE AMERICANS ARENT PAYING ATTENTION BECAUSE THEY DONT INTERRUPT THE DISCUSSIONS REGULARLY FOR CLARIFICATION. ASIANS AND ARABS NEGOTIATE BUSINESS AFTER A PERSONAL RELATIONSHIP HAS BEEN FORMED, AND USUALLY RECIPROCATE WITH CONCESSIONS, BUT THE RUSSIANS NEVER DO.

GROUND RULES FOR CONFRONTATION

Review and clarify the issues and facts Begin with a positive overture Communicate freely, dont hold back grievances Address problems, not personalities Dont attack things that are irrelevant Keep focused on specifics dont argue aimlessly Dont use inflammatory rhetoric Make sure all participants say all they want to say