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Conflict Management
M Sutapa Lakshmanan
12/11/2010
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CoverageTo understand conflict management
Types of conflictStyles for dealing with Conflict
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ConflictA clash that takes place when there is asimultaneous occurrence of opposingneeds, motives or beliefs.
It hasCauseFeelings(frustration,tension,hostility,anxiety)
Thoughts (awareness, lack of it, perception)Behavior attached(resistance,withdrawal,agression )
Aftermath
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Importance of Conflict ManagementChanging environmental trends
Global competitionIncreased diversityCorporate restructuringMobile workforce
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Five reasons for conflict in Organization
Grand strategy Vs local identity
Superiors Vs subordinatesManagement Vs OperativesProfessional Vs administrative
Planning Vs execution
Source: Andrew Kakabadse (1983)
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Levels of ConflictIndividual level (intrapersonal)
Role conflict
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Levels of ConflictConflict within team
Role confusionConflicts of prioritiesConflict over ways of doing thingsPersonality clashes
Conflict between teams(Charles Handy1993)
Different objectives and ideologiesTerritory and roles
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Constructive & Destructive conflict
Constructive conflict can lead tomore creative solutions to problems
can force people to tackle socio-emotionalissues
Conflicts becoming destructive
Threat of organization disintegratingGoals being subverted by conflictAn individual is being attacked persistentlyConflict goes on too long
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Conflict Management Styles
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Thomas-Kilmann Conflict StylesAvoiding (Uncooperative and unassertive)Neglects own concerns as well as those of other parties: does not raise or addressconflict issues.Accommodating (Cooperative andunassertive) Seeks to satisfy other person'sconcerns at the expense of own.Competing (Uncooperative and assertive)Opposite of accommodating. Uses whatever
seems appropriate to win.
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Thomas-Kilmann Conflict StylesCollaborating (Cooperative and assertive)Opposite of avoiding. Works with other
party to find a solution that satisfies bothown and other party's concerns.Compromising (Middle ground) Seeks to
find a middle ground to partially satisfyboth parties.
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When to AvoidWhen an issue is trivial.When there is no chance of getting what youwant.
When the potential damage of confrontation isgreater than the benefits of resolution.When you need to gather more information.When others can resolve the conflict moreeffectively.When you need to cool down, reduce tension, andregain perspective or composure .
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When to AccommodateWhen you realize you are wrong.When the issue is much more important tothe other person than you.When you need a future favor (credit).When continuing the competition woulddamage the cause.When subordinates need to develop - tolearn from own mistakes.
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When to CompeteWhen quick, decisive action is necessary.On important issues for which unpopularcourses of action need implementing.On issues vital to the group welfare, whenyou know you are right.When protection is needed against people
who take advantage of noncompetitivebehavior.
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When to CollaborateWhen both sets of concerns are too important tobe compromised.When it is necessary to test your assumptions or
better to understand the viewpoint of the otherparty.When there is a need to combine ideas frompeople with different perspectives.
When commitment can be increased byincorporating the concerns of everyone into theproposal.When there is a history of bad feeling
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When to CompromiseWhen goals are important but not worth the effortof potential disruption from more aggressiveplayers.When two opponents with equal power arestrongly committed to mutually exclusive goals.When temporary settlements are needed oncomplex issues.When expedient solutions are needed under timepressures.As back-up when collaboration or competitionfail .
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Negative Consequences of Competing
Eventually being surrounded by "yespeople."Fear of admitting error, ignorance, oruncertainty.Reduced communication.Damaged relationships.Lack of commitment from others.More effort during implementation to sellthe solution.
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Negative Consequences of Collaborating
Too much time spent on insignificantissues.Ineffective decisions can be made bypeople with limited knowledge of thesituation.Unfounded assumptions about trust.
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Negative Consequences of
CompromisingNo one is completely satisfied.Solutions tend to be short-lived.Cynical climate: perception by both partiesthat it is a "sellout."
Larger issues, principles, long-term valuesand the welfare of the company can be lostby focusing on trivia or the practicality of implementation.
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Negative Consequences of Avoiding
Decisions made by default.Unresolved issues.Self-doubt created through lack of esteem.Creative input lost.Lack of credibility.Anger and hostility generated insubsequent discussions.
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Negative Consequences of
AccommodatingDecreased influence, respect.Laxity in discipline.Frustration as own needs are not met.Self-esteem undermined.
Best solution may be lost.
