Conflict Management

Conflict Management

Definition --- Conflict • Originally defined as “striking at another”, “to fight with the enemy or do battle with opposing forces”. • Later meanings included “being antagonistic”, or “a clash between contradictory impulses between individuals.

Conflict management • Conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient manner

The Nature of Conflict • Conflicts are inevitable • Different people will have different viewpoints, ideas, and opinions • Occurs when no internal harmony within a person, or whenever there is a dispute between individuals

Negative Connotations (Associated with Conflict Situations)

• • • • •

Getting angry is a waste of time They won’t understand me I’m afraid of the consequences Confrontation is unprofessional They will only counter my argument

Functional versus Dysfunctional Conflict Functional Conflict

(Positive)

Conflict that supports the goals of the group and improves its performance

Dysfunctional Conflict (Negative)

Conflict that hinders group performance

Sources of Conflict • • • • • •

Different values and beliefs Role pressure or clarification Perception differences Diverse goals or objectives Group status or identity Race, ethnicity, or gender differences

Sources of Conflict • • • • • •

Personality clash Competition for limited resources Disagreement on how things done Personal, self, or group interest Tension and stress Power and influence

Positive Factors of Conflict • • • • •

Stimulates interest Forum for discussions Increases cohesiveness Promotes change Provides means to work together

Conflict Process Antecedent conditions Perceived conflict

Felt Conflict

Manifest behavior Conflict Resolution Or Suppression Resolution aftermath

Dimensions of Conflict-Handling Intentions

Intentions Competing A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict

Collaborating A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties

Avoiding The desire to withdraw from or suppress a conflict

Intentions Accommodating The willingness of one party in a conflict to place the opponent’s interests above his or her own

Compromising A situation in which each party to a conflict is willing to give up something

Conflict-Intensity Continuum

Conflict Table I win

I lose

You win

Win-Win

Lose-Win

You lose

Win-Lose

Lose-Lose

Types of conflict

• Inter-personal and intra-personal • Inter-group and intra-group • Competitive and Disruptive

Intra-Personal Conflict

Approach Approach

Approach Avoidance

Multiple Approach Avoidance

Avoidance Avoidance

Inter-Personal Conflict • Individual – Individual Conflict

Transactional Analysis (I) Transactional analysis (TA): a method of understanding behavior in interpersonal dynamics. • The three ego states –Parent • Critical parent • Sympathetic parent

–Child • Natural child • Adapted child

–Adult

Transactional Analysis (I) • The three types of transactions – Complementary – Crossed – Ulterior

Transactional Analysis (II) • Complementary transaction P A C

P A C

P A C

P A C

Transactional Analysis (III) • Crossed transaction P A C

P A C

P A C

P A C

Transactional Analysis (IV) • Ulterior transaction P A C

P A C

P A C

P A C

Johari Window • • • •

Arena – I know – You know Facade – I know – You don’t know Blind – You know – I don’t know Unknown - I don’t know -You don’t know

Attitude toward Oneself

Life Positions I’m Positive

OK — You’re not OK I’m not OK — You’re not OK

Negative

Positive

I’m OK — You’re OK I’m not OK — You’re OK Negative

Attitude toward Others

Conflict Management Techniques Conflict ConflictResolution ResolutionTechniques Techniques •• Problem Problemsolving solving •• Superordinate Superordinategoals goals •• Expansion Expansionofofresources resources •• Avoidance Avoidance •• Smoothing Smoothing •• Compromise Compromise •• Authoritative Authoritativecommand command •• Altering Alteringthe thehuman humanvariable variable •• Altering Alteringthe thestructural structuralvariables variables

Conflict Management Techniques

Conflict ConflictResolution ResolutionTechniques Techniques •• Communication Communication •• Bringing Bringingininoutsiders outsiders •• Restructuring Restructuringthe theorganization organization

Conflict Management • Poorly managed conflicts – Unfavorable with counter productive results – Problems and negative attitude • Well managed conflicts – Stimulate competition – Identify legitimate differences – Powerful source of motivation

Outcomes • Functional Outcomes from Conflict – Increased group performance – Improved quality of decisions – Stimulation of creativity and innovation – Encouragement of interest and curiosity – Provision of a medium for problem-solving – Creation of an environment for self-evaluation and change • Creating Functional Conflict – Reward dissent and punish conflict avoiders

Outcomes • Dysfunctional Outcomes from Conflict – Development of discontent – Reduced group effectiveness – Retarded communication – Reduced group cohesiveness – Infighting among group members overcomes group goals

Use Competition • When quick, decisive action is vital (in emergencies); on important issues • Where unpopular actions need implementing (in cost cutting, enforcing unpopular rules, discipline) • On issues vital to the organization’s welfare • When you know you’re right • Against people who take advantage of noncompetitive behavior

Use Collaboration • To find an integrative solution when both sets of concerns are too important to be compromised • When your objective is to learn • To merge insights from people with different perspectives • To gain commitment by incorporating concerns into a consensus • To work through feelings that have interfered with a relationship

Use Avoidance • When an issue is trivial, or more important issues are pressing • When you perceive no chance of satisfying your concerns • When potential disruption outweighs the benefits of resolution • To let people cool down and regain perspective • When gathering information supersedes immediate decision • When others can resolve the conflict effectively • When issues seem tangential or symptomatic of other issues

Use Accommodation • When you find you’re wrong and to allow a better position to be heard • To learn, and to show your reasonableness • When issues are more important to others than to yourself and to satisfy others and maintain cooperation • To build social credits for later issues • To minimize loss when outmatched and losing • When harmony and stability are especially important • To allow employees to develop by learning from mistakes

Use Compromise • When goals are important but not worth the effort of potential disruption of more assertive approaches • When opponents with equal power are committed to mutually exclusive goals • To achieve temporary settlements to complex issues • To arrive at expedient solutions under time pressure • As a backup when collaboration or competition is unsuccessful