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Conflict Management,
Resolution, and Prevention
CHAPTER
11
Overview
•What is Conflict?
•Conflict Management
•Conflict Resolution
•Workplace Violence
•Conflict Prevention
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved
CHAPTER
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Conflict Management,
Resolution, and Prevention
What is Conflict?
•Anger is defined as a feeling of great displeasure, hostility,
indignation, or exasperation, wrath, trouble or affliction.
•Conflict is defined as discord, a state of disharmony, open or
prolonged fighting, strife or friction.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved
CHAPTER
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Conflict Management,
Resolution, and Prevention
What is Conflict?
•We define conflict as a disagreement resulting from individuals or
groups that differ in:
•Opinions
•Attitudes
•Beliefs
•Needs
•Values
•Perceptions
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CHAPTER
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Conflict Management,
Resolution, and Prevention
Main “Ingredients” of Conflict
•The main “ingredients” of conflict include:
•Desires
•Needs
•Perceptions
•Power
•Values
•Feelings
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CHAPTER
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Conflict Management,
Resolution, and Prevention
Figure 11.1
The main ingredients of conflict.
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CHAPTER
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Conflict Management,
Resolution, and Prevention
Common Causes of Workplace Conflict
•Lack of communication
•Feelings of being undervalued
• Poor management or
leadership
• Impractical expectations
•Undefined/not clearly defined
roles
• Overworked employees
•Poor use of managerial
criticism
• Stress
• Internal conflict
•Preferential treatment
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CHAPTER
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Conflict Management,
Resolution, and Prevention
Conflict Triggers
•Different work methods
•Different goals
•Personalities
•Stress
•Different viewpoints or perspectives
•Communication is the resolution to the majority of conflicts!
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Conflict Management,
Resolution, and Prevention
Conflict Management
•The application of strategies to settle opposing ideas, goals, and/or
objectives in a positive manner.
•There are many ways to manage conflict. We will use a five-step
approach to conflict management.
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CHAPTER
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Conflict Management,
Resolution, and Prevention
Conflict Management
•1st: Analyze what is at the center of the conflict.
•Brainstorm ideas of resolution
•2nd: Determine the strategy that will be used to
conflict.
resolve the
•Collaboration – results most often when concerns for others are of
high importance.
•Compromise – high concern for one’s own interest accompanied by
moderate to high interest for the other parties involved.
•Competition – high concern for one’s own interest or one’s own
group.
•Accommodation – low concern for your own interests, or the
interests of your group
•Avoidance – the conflict is avoided by both parties.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved
CHAPTER
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Conflict Management,
Resolution, and Prevention
Conflict Management
•3rd: Start pre-negotiations phase.
•Both parties involved should be given the opportunity to come
forth and offer a negotiation.
•If neither party is willing to come forth, then an outsider, the
leader must step in.
•The situation should be reasessed.
•4th: Begin the negotiation phase.
•All parties must be able to express their concerns and interests;
they must be willing to listen to each other.
•5th: Implement the negotiations made.
•Support the resolution and continue to negotiate.
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CHAPTER
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Conflict Management,
Resolution, and Prevention
Figure 11.2
Five-step conflict management process.
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Conflict Management,
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Conflict Resolution
•Keep the best interest of your company in mind.
•Guiding principles for handling conflict:
•Preserve dignity and respect.
•Listen with empathy and be fully present and identify the
issues.
•Find a common ground without forcing change and agree
on the issues.
•Discuss solutions.
•Honor diversity, including your own perspective.
•Agree on the solutions and follow up.
•Avoid groupthink!
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Conflict Management,
Resolution, and Prevention
Figure 11.3
Commonly used conflict resolution strategies.
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Conflict Management,
Resolution, and Prevention
Alternative Dispute Resolution (ADR)
•Problem-solving and grievance resolution approaches to
address employee relations and disputes outside the
courtroom.
•Provides employers and employees with a fair and private
forum to settle workplace disputes.
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Conflict Management,
Resolution, and Prevention
Alternative Dispute Resolution (ADR)
•With ADR a process is in place to offer the following
options:
•Open Door Policy – Employees have the opportunity to
meet with managers to discuss issues.
•Third-Party Investigations – A neutral third-party, from
inside or outside the organization confidently investigates
complaints and proposes resolutions.
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Conflict Management,
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Alternative Dispute Resolution (ADR)
•Fact Finding – A neutral third-party person or team from
outside the organization examines the facts of the
complaint and presents them in a report.
•Peer Review – A panel of employees, or employees and
managers, works together to resolve the employee
complaints.
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Conflict Management,
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Alternative Dispute Resolution (ADR)
•Mediation – Through a voluntary and confidential
process, a neutral third-party facilitator trained in
mediation techniques negotiates a mutually acceptable
settlement.
•Arbitration – disputes are settled by an arbitrator and
may be either binding or nonbinding according to the
wishes of the participants.
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Conflict Management,
Resolution, and Prevention
Figure 11.4
Alternative dispute resolution process.
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Conflict Management,
Resolution, and Prevention
Workplace Violence
•Any act of physical violence, harassment, intimidation, or
other threatening behavior happening at the workplace.
•On the rise in recent years.
•HR professionals and managers need to be more vigilant
in creating a positive, safe and secure workplace
environment.
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Conflict Management,
Resolution, and Prevention
Workplace Violence
•This can be significantly reduced by taking preventative measures:
•Increased security by using employee name badges.
•Reducing the number of entrances and exits.
•Video surveillance cameras.
•Entrances with metal detectors.
•Guest and employee security checks at hotels.
•Complete background checks on all employees.
•Noting and reporting any use of threats, physical actions,
frustrations or intimidation.
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CHAPTER
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Conflict Management,
Resolution, and Prevention
Workplace Violence
Steps to be taken before and if violence happens are:
1.Make sure all employees know how to contact their supervisor, manager,
security, and police.
2.Take all threats seriously and ensure all employees have received training on
how to handle a violent situation.
3.Depending on the severity of the situation, employees need to remove
themselves from harm’s way and contact their supervisor/manager and call
security or the police.
4.Do a threat assessment to determine the severity of the situation and have any
suspect removed from the premises.
5.Ensure all employees know the emergency lanes and procedures to evacuate
the building.
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Conflict Management,
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Workplace Violence
•Following a violent incident, employees experience three stages of
“crisis reactions” to varying degrees:
•Stage one: The employee experiences emotional reactions
characterized by shock, disbelief, denial, or numbness.
•Stage two: This is the “impact” stage where the employee feels
a variety of intense emotion.
•Stage three: This is the “reconciliation” stage in which the
employee tries to make sense out of the event.
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CHAPTER
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Conflict Management,
Resolution, and Prevention
Conflict Prevention
•Conflict is bound to arise in any atmosphere that requires
interdependency between people and work.
•Preventing it is substantially more effective than having to undo it!
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CHAPTER
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Conflict Management,
Resolution, and Prevention
Conflict Prevention
•Conflict is not really the root of the problem.
•The root is a lack of direct, properly handled conflict.
•Beprepared to handle conflict.
•Pay close attention to your employees.
•Listening actively.
•If it seems like a situation may lead to a conflict you should
speak up before the situation gets out of hand.
•Always remember to keep a sense of humor.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved