Conflict Management: Getting to Yes Hun Myoung Park, Ph.D., International University of Japan.

Conflict Conflict Management: Management: Getting to YesGetting to YesHun Myoung Park, Ph.D.,Hun Myoung Park, Ph.D.,

International University of International University of JapanJapan

What Is Conflict?What Is Conflict?• “Process which begins when one party

perceives that another has frustrated, or is about to frustrate, some concern of his’“ (Thomas, 1976: 891)

• Aberration, breakdown, outbreak, etc.

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Conflict EverywhereConflict Everywhere• Conflicts everywhere and everyday• Inevitable in organizations • “Cooperation is too fragile and fleeting,

purposiveness is too elusive, conflict is too frequently and too intensely directed…” (Pondy 1992: 259)

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Diversity of ConflictDiversity of Conflict• Among Individuals• Among groups (ethnic groups, interest

groups, etc.)• Among departments and agencies• Among countries

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Type of ConflictType of Conflict Pondy (1967) Bargaining conflict (interest group

relationship in competition) Bureaucratic conflict (superior-subordinate

relationship under vertical or hierarchical dimension)

Systems conflict (lateral or functional relationship)

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Sources of ConflictSources of Conflict• Organizational culture, values, goals• Structures, task, functions• Power, leadership• Communication (misunderstanding)• Environmental pressure• Demographics (e.g., ethnic group)• Personalities• Etc.

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Consequences of Conflict Consequences of Conflict • Loss of productivity• Low motivation• Turnover• Violence• …• All negative consequences?

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Is Conflict Destructive? Is Conflict Destructive? • Not necessarily destructive but even

required to survive (Robbins 1978)• “[C]onflict plays in balancing opposing

tendencies and preserving diversity” (Pondy 1992: 261)

• Some conflict, stress, and tension are necessary for productivity (Boulding 1962)

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Conflict As EpisodeConflict As Episode Pondy (1967: 298) Conflict is not a one-shot game or event A dynamic process “Each conflict … is made up of a sequence

of interlocking conflict episodes” “[E]ach episode exhibits a sequence or

pattern of development” “Conflict may be functional” “Conflict is intimately tied up with the

stability of the organization.”

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Conflict Episodes 1Conflict Episodes 1 Pondy (1967) Latent conflict perceived felt

manifest conflict aftermathLatent Conflict. Conditions set the stage

and conflict waiting to happen.Perceived Conflict. People may sense

conflict but may downplay or deny it.Felt Conflict. Conflict is experienced as

discomfort, such as with tension or anger.

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Conflict Episodes 2Conflict Episodes 2Manifest Conflict. Conflict becomes open

warfare (figuratively or actually) with a winner and loser. This is the time for intervention; conflict is destructive if not channeled.

Conflict Aftermath. This is the stage after the outbreak, when results (or its alternative) are evident. Conflict often breeds more conflict and, when it does, that conflict is likely to take on a life of its own.

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Manager’s Role? Manager’s Role? • “As an ‘orchestrator’ of conflicts” (Pondy

1992: 261)• “Conflict is not necessarily bad or good”

(Pondy 1967: 319)• Manage conflict so that it is not

destructive to organizations.• Managing conflicts rather than resolving

conflicts. (conflict management > conflict resolution)

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Thomas’ (1976) StagesThomas’ (1976) Stages Five stages or phrases in internal

dynamics of the process conflict model Frustration Conceptualization Behavior Interaction (consequences of behavior) Outcomes (short-term/long-term)

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Thomas’ (1976) StrategiesThomas’ (1976) Strategies Avoidance (ignore or withdraw from the

conflict) Accommodation (cooperate and make

concessions to the other party’s needs) Compromise (exchange of concessions

and cooperative responses) Competing (force, outdo, or defeat the

other party w/o any appreciable accommodation)

Collaborating (work together)

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Thomas’ (1976) StrategiesThomas’ (1976) Strategies

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Getting To YesGetting To Yes• Fisher, Ury & Patton(1981, 2011)• Positional bargaining

– Soft bargaining– Hard bargaining

• Principled negotiation

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Position vs. InterestPosition vs. Interest• Position as (ostensible) assertion or offer

to be insisted• Interest as a ultimate goal (reason) to be

pursued• Position and interest overlap sometimes

but not always• A party has multiple interests• Interests may have a hierarchical structure

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Four StrategiesFour Strategies• Principled negotiation has four

strategies• Separate the people from the

problem• Focus on interests, not positions• Invest options for mutual gain• Insist on using objective criteria

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Problem > PeopleProblem > People• Separate the people from the problem• People have emotions, deeply held

values, and different backgrounds• Don’t blame them for your problem• Don’t react to emotional outbursts• Listen actively• Speak about yourself not about them• Build a working relationship

Interests > Positions 1Interests > Positions 1• Focus on interests, not positions• Ask “why” and “why not” to

recognize interests of both parties• Both have multiple interests• Security, well-being, sense of

belonging, recognition, controllability• Acknowledge interests in the problem• Put the problem and give your answer

Interests > Positions 2Interests > Positions 2• Israel occupied Egyptian Sinai

Peninsula• Position: To have Sinai Peninsula• Israel’s interest: national security by

discouraging Egyptian tanks there• Egypt’s interest: sovereignty (my

territory since Pharaohs) • Solution: To demilitarize the peninsula

Options > Single AnswerOptions > Single Answer• Invest options for mutual gain• Avoid premature judgment, single

answer, and assumption of a fixe pie• Separate inventing from deciding• Broaden your options• Look for mutual gains• Make their decision easy by offering

a legitimate option

Objective CriteriaObjective Criteria• Insist on using objective criteria• Develop Independent standards (fair

standards, fair procedures)• Market values, precedent, scientific

judgment, professional standards, efficiency, costs, moral standards, equal treatment, tradition, reciprocity

• Taking turns, drawing lots, letting others decide

Exercise 1Exercise 1• A hair in my drink at a restaurant• Customer: I want to talk to your

manager. (Don’t yell at the waitress or use violence)

• Manager: I am the manager here. Probably my staffer appears to make a mistake. How can I help you? (Don’t say aggressively)

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Exercise 2Exercise 2• Customer: (After explaining what

happened with keeping your cool) It is not pleasant to have such drink and it is a terrible mistake made by your staffer. (Don’t criticize the staffer or manager personally)

• Manager: I understand what you are feeling. Obviously it is our fault. I am so sorry for that.

Exercise 3Exercise 3• Customer: Then how do you figure out

this issue?• Manager: I have never experienced

this case, but I will bring new drink for you.

• Customer: (Being interested in leaving the restaurant without payment) What is your policy in this case?

Exercise 4Exercise 4• Manager: (After checking the policy),

we usually provide new drink or allow the customer to choose another at the same price.

• Customer: I see. But I heard that a customer, in this circumstance, can leave without payment and/or ask compensation as well. What do you think about these options?

Exercise 5Exercise 5• Manager: I understand but our policy does

not include such options. • Customer: I got you but it sounds too bad.

Recently one of my friends uploaded a picture of poor service to social media and sued the restaurant. But this action is not unusual but common in society.

• Manager: But it is costly and time consuming for you

Exercise 6Exercise 6• Customer: (Keeping his cool) Yes,

you are right. But your cost and risk appear to be higher than mine. I don’t want to give you hard time but to figure it out in a gentle way.

• Manager: Then what do you want me to do?

• Customer: I want to get out of here.