Download Conflict Management

Managing Conflict
Learning Objectives / Proficiencies
• Diagnose the focus and source of
conflicts
• Select appropriate conflict
management strategies
• Resolve interpersonal confrontations
through collaboration
•
•
•
Communication
Emotions
Problem-solving
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The Good, the Bad…the Inevitable
Conflict can:
• Be source of new
ideas and innovation
• Promote diversity
• Build loyalty, trust,
understanding
• Bring problems into
open
• Increase
organizational
commitment
• Lead to better
outcomes
Conflict can:
• Increase stress
• Divert energy and
attention
• Make leaders shift to
authoritarian style
• Increase negative
stereotyping
• Lead to group think
3
Organizational Outcomes
The Relationship Between Conflict and Outcomes
Positive
Negative
Low
High
Level of Conflict
4
Some Implications for Conflict Management
• Conflicts and interdependence go hand-in hand
• Recognizing independencies can be a key to finding
collaborative solutions
– Meeting my needs
– Meeting the needs of the other party
• Perceptions matter
– Normative expectations
– Prior Experiences
5
Good versus Bad Conflict
• Cognitive (task-oriented) versus Affective Conflict (emotionally
oriented)
• Cognitive conflict improves performance , while affective conflict
degrades, decision making in teams (e.g.,Jehn)
– Promotes dialogue
– Information sharing
– Synthesis
• Results
– Superior group decision to any individual
perspective (e.g.,Schweiger & Sanberg, &
Rechner).
– Higher levels of innovation (potentially)
– Higher levels of commitment to decision
(Amason)
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Cognitive (task- oriented) Conflict
DECISION
QUALITY
(+)
(+)
GOAL
ACHIEVEMENT
(+)
(+)
COGNITIVE
CONFLICT
(+)
DECISION
CONSENSUS
(+)
WITHIN
SCHEDULE
What Can Leaders Do About Conflict? –Promoting the
good while minimizing the bad
• While much of the conflict research has focused on attributes of the team
as determinants of conflict, leaders can have an impact on cognitive
conflict.
Goal Clarity
Trust Perceptions
Communication
Norms
(Contentious
Vrs. Collaborative)
Team Conflict
(Constructive
Vrs. Affective)
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Conflict and Communication
To answer the items below, think about the types of statements that are most often made when disagreements occur within your
work organization. How similar are the statements below to the types of statements made when disagreements occur? Use the
first column to rate yourself. Use the second column to rate your organization overall. [1]1 = Extremely Dissimilar (virtually never)
2 = Dissimilar (once in while but still rare); 3 = Neither similar or dissimilar (sometimes); 4 = Similar (more typical than not)
5 = Extremely Similar (almost always)
Me
My Organization
1. Let’s reach a consensus before we decide what to do.
_______ _______
2. Why are you being so stubborn?
_______ _______
3. Let’s evaluate our options objectively.
_______ _______
4. You're being difficult and rigid.
_______ _______
5. We will be working together for a while. It is important that we both [all] feel comfortable with a solution.
_______ _______
6. We seem unable to agree on anything.
_______ _______
7. Let me see, from your point of view the situation looks like this [followed by a description of what you heard.]
_______ _______
8. You're not listening.
_______ _______
9. Our working relationship is important to me.
_______ _______
10. Let’s try to look at other ways to deal with this problem. We may find a solution that satisfies both [all] of us.
_______ _______
11. What are your concerns about my [our] request? Can you help me [us] understand them? ____ ____
12. Most of us agree. Can the rest of you live with this decision?
_______ _______
13. There’s no solution to the problem that both [all] of us will like. _______ _______
14. Let’s not judge the options we’re discussing too soon.
_______ _______
15. I don’t think we are in agreement yet. We can’t act until we all agree. _____ _______
16. Of these things that you want, what is the most important to you? Why? ___ _______
17. Face it there is no way all of us will be satisfied with this decision. You win some. You lose some.
_______ _______
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Scoring key
Contentious Communication (Sum your
Collaborative Communication (Sum your
responses to the following items and divide by responses to the following items and divide by 11)
6)
You
2 ____
4 ____
6 ____
8 ____
13____
17____
_____Sum
_____ Average
(Divide sum by 6)
Your Organization
2 ____
4 ____
6 ____
8 ____
13____
17____
_____Sum
_____ Average (Divide
sum by 6)
You
1 ____
3 ____
5 ____
7 ____
9____
10____
11____
12____
14____
15____
16____
_____Sum
_____ Average (Divide
sum by 11)
Your Organization
1 ____
3 ____
5 ____
7 ____
9____
10____
11____
12____
14____
15____
16____
_____Sum
_____ Average (Divide
sum by 11)
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Reflection: Communications Skills & Conflict
Which communications skills are pre-requisites to taskoriented conflict resolution?
Which communications skills “go out the window” for you
when in the middle of a conflict discussion?
What can you do to minimize or break these habits?
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Sources of Conflict
SOURCES OF
CONFLICT
FOCUS OF
CONFLICT
Personal differences
Perceptions and
expectations
Informational
deficiency
Misinformation and
misrepresentation
Role incompatibility
Goals and
responsibilities
Environmental
stress
Resource scarcity and
uncertainty
© Peter Dominick, Zvi Aronson
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Four Sources of Interpersonal Conflict
Personal Differences: Conflicts stem from personal values and needs
Informational Deficiencies: Conflicts evolve from misinformation and
misunderstanding
Role Incompatibility: From the perception that assigned goals and
responsibilities compete with those of others
Environmentally Induced Stress: Results from the stressful events of the
organizational environment.
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Practice Diagnosis
Describe and write about a recent conflict
Diagnose the major sources of conflict.
• Was (is) the conflict about issues or people?
• What is the main source of conflict? (Personal Differences,
Information Deficiencies, Incompatible Roles, Environmental Stress)
Given the main source of conflict, what would you hope to
focus on:
• Perceptions and Expectations?
• Misinformation and Misrepresentation?
• Goals and Responsibilities?
• Resource Scarcity and Uncertainty?
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Strategies for Handling Conflict
Indicate how often you use each of the following by writing the appropriate number in the blank. Choose a number from a
scale of 1 to 5, with 1 being “rarely,” 3 being “sometimes,” and 5 being “always.” After you have completed the survey, use
the scoring key on the next page to tabulate your results.
_______ 1. I argue my position tenaciously.
_______ 2. I put the needs of others above my own.
_______ 3. I arrive at a compromise both parties can accept.
_______ 4. I don’t get involved in conflicts.
_______ 5. I investigate issues thoroughly and jointly.
_______ 6. I find fault in other persons’ positions.
_______ 7. I foster harmony.
_______ 8. I negotiate to get a portion of what I propose.
_______ 9. I avoid open discussions of controversial subjects.
_______ 10. I openly share information with others in resolving disagreements.
_______ 11. I enjoy winning an argument.
_______ 12. I go along with the suggestions of others.
_______ 13. I look for a middle ground to resolve disagreements.
_______ 14. I keep my true feelings to myself to avoid hard feelings.
_______ 15. I encourage the open sharing of concerns and issues.
_______ 16. I am reluctant to admit I am wrong.
_______ 17. I try to help others avoid “losing face” in a disagreement.
_______ 18. I stress the advantages of “give and take.”
_______ 19. I encourage others to take the lead in resolving controversy.
_______ 20. I state my position as only one point of view.
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Scoring Key
FORCING
Item
1
6
11
16
Total
Score
________
________
________
________
________
AVOIDING
ITEM SCORE
4
________
9
________
14
________
19
________
Total
________
ACCOMMODATING
Item Score
2 ________
7 ________
12 ________
17 ________
Total ________
COMPROMISING
Item Score
3 ________
8 ________
13 ________
18 ________
Total ________
INTEGRATING
ITEM SCORE
5 ________
10 ________
15 ________
20 ________
Total ________
Primary conflict management strategy (highest score): ________
Secondary conflict management strategy (next-highest score): ________
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Reflection – Your Conflict Style Scores
Conflict Style
My Score
Competing/Forcing:
Avoiding:
Compromising:
Accommodating:
Collaborating:
My most frequent strategy is: ______________
My least frequent strategy is: _______________
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Conflict Resolution Strategies
Insert figure 7.3
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Approaches and Objectives
Forcing / Competing approach (assertive, uncooperative) attempts to
satisfy one’s needs at the expense of the other person’s. “To win.”
Avoiding approach (uncooperative, unassertive) neglects the interests of
both parties by postponing or sidestepping the problem. “To avoid or
delay.”
Compromising model, intermediate on both assertiveness and
cooperativeness, tries to obtain some satisfaction for both parties. “To
settle quickly.”
Accommodating approach (cooperative, unassertive) satisfies the other
party’s concerns while neglecting one’s own. “To not upset the other
person.”
Collaborating mode (cooperative, assertive) attempts to address fully the
needs of both parties and is often called the problem-solving approach.
“To solve together – win-win.”
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Maintaining a Healthy Balance
Conflict Style
Consequences of
TOO MUCH
Consequences of TOO
LITTLE
Competing/Forcing
Lack of feedback; use of unskilled,
inflammatory statements; “back-stabbing.”
Indecisiveness; slow to act; withheld
contributions.
Avoiding
Low level of input; decision-making by
default; breakdown in communication.
Hurt feelings; decisions made with
wrong people, wrong time
Loss of long-term goals, a lack of trust;
being viewed as having no firm values;
can result in making concessions without
resolving the original conflict.
Unnecessary confrontations, frequent
power struggles; ineffective
negotiating.
Getting little attention; restricted influence;
lack of desire to change; loss of contribution.
Lack of rapport; low morale;
inability to yield; display of apathy.
Spending too much time on trivial matters,
diffusion of responsibility, being taken
advantage of; being overloaded with work.
Using quick fix solutions; lack of
commitment by others;
disempowerment; loss of innovation.
Compromising
Accommodating
Collaborating
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Reflection – Conflict Strategy Preferences
What did you notice about your pattern of conflict resolution strategy
preferences?
In what ways are your preferences assets?
In what ways are your preferences liabilities?
What are some things you could do to expand your repertoire?
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Conflict Resolution by Conflict Type & Method of
Resolution
7
6
5
4
3
2
1
0
F
o
r
c
i
n
g
Conflict Type
Communication
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© Peter Dominick, Zvi Aronson
Structure
Personal
P
r
o
b
l
e
m
S
o
l
v
i
n
g
C
o
m
p
r
o
m
i
s
e
A
v
o
i
d
a
n
c
e
Method of
Resolution
Matching Conflict Management Approach with
the Situation
Situational
Considerations
Conflict Management Approach
Forcing
Compromising
Avoiding
Accommodating
Collaborating
High
Medium
Issue Importance
Relationship
Importance
Relative Power
Time Constraints
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© Peter Dominick, Zvi Aronson
Low
Low
Low
High
Medium
High
High
Low
High
Equal
Low
Medium-High
Medium-High
Equal
Low-High
Low
Low
MediumHigh
Choosing a
Conflict Management Strategy
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•
Take a few minutes to read the Phelps, Inc. Case
•
What are the salient situational factors?
•
What do you think is the best conflict management
strategy?
•
Can you think of a personal experience where any of
these situational considerations were factored into your
conflict management style
© Peter Dominick, Zvi Aronson
Phelps, Inc.
You are Philip Manual, the head of sales for an office products firm, Phelps, Inc. Your personnel
sell primarily to small businesses in the Los Angeles metropolitan area. Phelps is doing
about average for this rapidly growing market. The firm’s new president, Jose Ortega, is
putting a lot of pressure on you to increase sales. You feel that a major obstacle is the firm’s
policy on extending credit. Celeste, the head of the credit office, insists that all new customers
fill out an extensive credit application. Credit risks must be low; credit terms and collection
procedures are tough. You can appreciate her point of view, but you feel it is unrealistic. Your
competitors are much more lenient in their credit examinations; they extend credit to higher
risks; their credit terms are more favorable; and they are more lenient in collecting overdue
payments. Your sales personnel frequently complain that they aren’t “playing on a level field”
with their competition. When you brought this concern to Jose, he said he wanted you and
Celeste to work things out. His instructions didn’t give many clues to his priorities on this
matter. “Sure, we need to increase sales, but the small business failure in this area is the highest
in the country, so we have to be careful we don’t make bad credit decisions.”
You decide it’s time to have a serious discussion with Celeste. A lot is at stake.
25
© Peter Dominick, Zvi Aronson
Positional versus Integrative Bargaining
• Start with an extreme position, stubbornly hold it,
deceive the other party as to your true views and
make only small concessions
• Avoiding, forcing, accommodating, compromise
are all positional approaches
• Leads to dragging one’s feet, stonewalling and
other relationship-busting tactics
AVOID THIS!!!
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Framework for Collaborative Problem Solving
• Of all the approaches, collaboration is the best.
However, it is the most difficult to implement.
• Principles for Collaborating
•
•
•
•
•
•
Establish super-ordinate goals
Separate the people from the problem
Focus on interests, not positions
Invent options for mutual gains
Use objective criteria for evaluating alternatives
Define success in terms of real gains, not
imaginary losses
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Separate People from the Problem
• People have strong emotions and may have
radically different perceptions
• Emotions typically become tangled with the
objective merits of the problem
• Egos become identified with their positions
• Participants should see themselves as working
side by side, attacking the problem, not each
other
28
Insist on Using Objective Criteria
• Some negotiators try to obtain a favorable result
by being stubborn
– rewards intransigence and produces arbitrary results
• Forcing can be countered by insisting that
agreement must reflect some fair standard
independent of the naked will of either side
– market value, custom, law, agreed-on
definition of “practicality”…
• Both parties can stop worrying about “giving in”
and defer to the fair solution
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Four Phases of Collaborative Problem Solving
 Problem Identification
 Solution Generation
 Action Plan Formulation and Agreement
 Implementation and Follow-Up
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Phase 1: Problem Identification
Initiator
 Maintain personal ownership of problem
 Describe problem in terms of behaviors,
consequences, and feelings
 Avoid drawing conclusions and attributing
motives
 Persist until understood
 Encourage two-way discussion
31
Phase 2: Solution Generation
Initiator
Focus on commonalities as the basis
for requesting a change
32
Phase 1: Problem Identification
Responder
 Establish a climate for joint problem solving –
show genuine interest & concern
 Seek additional information by asking questions
 Agree with some aspect of the complaint
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Phase 2: Solution Generation
Responder
Ask for suggestions of acceptable
alternatives
34
Phase 1: Problem Identification
Mediator’s Role
 Establish a problem solving framework
 Maintain a neutral posture regarding the
disputants
 Serve as facilitator, not judge
 Insure discussion to ensure fairness
35
Phase 2:Solution Generation
Mediator
Explore options by focusing on interests;
create agreement on action plan and
follow-up
36
3. Settle the Conflict
Principled Negotiation:
Participants are joint problem solvers.
The goal is a wise outcome achieved
efficiently and amicably.
Work to reach a mutually acceptable
balance of interests.
37
Emotional Concerns in Conflict
• Five core concerns drive most emotions
in conflicts and negotiation:
•
•
•
•
•
Appreciation
Affiliation
Autonomy
Status
Role
• Levers and Lenses:
– Identify things you can do to that might address these
concerns during a Conflict or Negotiation
38
Appreciation
• Understand points of view:
– Listen for mood as well as words.
– Listen for meta-messages /themes (key words).
• Find merit in what others think, how they feel and what they do.
• Communicate understanding.
• To help others understand your point of view:
– Propose time to be listened to.
– Tailor your message to be heard.
• To help others find merit in your interests:
– Ask them to do so.
– Use metaphors.
• To help others hear your message:
– Have a few big points.
– Ask them to state what they heard you say.
39
Affiliation
• Look for connections.
• Treat each other as colleagues.
• Reduce personal distance:
– Meet in person.
– Discuss things you care about.
– Provide “space”.
• Make it easier to build personal connections:
– Private, unofficial meetings.
– Reshape public perceptions.
– Subcommittees for specific issues.
• Protect yourself from being manipulated by affiliation:
– With your head.
– With your gut.
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Autonomy
• Expand our own:
– Make recommendations.
– Explore interests.
– Explore options before deciding.
• Don’t impinge on theirs:
– Consult and inform stakeholders.
• Establish guidelines for decision making.
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Acknowledge Status
•
•
•
•
•
•
•
Status can enhance esteem and influence.
Courtesy and respect go a long way.
Become aware of what people value about themselves.
Look for each person’s particular status.
Acknowledge their status, then yours.
Take pleasure in your areas of status.
Know the limits of status:
– Be ready to clarify your role.
– Avoid “status spillover”
• Seek second opinions.
• Ask others to help you explore pros and cons of
other options.
• Acknowledge the status of others.
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Role
• Make conventional roles more fulfilling:
– Potential role conflicts.
– Shape roles/redefine activities.
• What would you add?
• What would you take away?
• What would you modify?
• Appreciate the conventional roles others want to play.
• Manage temporary/informal roles:
– Adopt roles that foster collaboration:
• Listener.
• Devil’s advocate.
• Learner.
• Advisor.
• Don’t let roles impede problem-solving.
43
Hofstede’s Cultural Values Dimensions
•
•
•
•
Power distance index.
Uncertainty avoidance.
Individualism versus collectivism.
Masculinity versus femininity.
– (a) women's values differ less among
societies than men's values;
– (b) extent to which male and female values
more likely to stress modesty and caring
• Long-term orientation versus short-term
orientation.
44
Hofstede Values Profiles & Vigilance Project:
Implications for Conflict
100
90
80
70
60
50
40
30
20
10
0
France
United States
Switzerland
Power
Distance
Uncertainty Individualism Masculinity
Avoidance
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Summary Model of Conflict Management
Insert figure 7.6
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Reflection – Conflict Skills
As the initiator of a conflict discussion, I am
As the responder to a conflict discussion initiated by others, I am
As a mediator of conflicts between other people, I am
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