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Developing individuals, transforming organizations Chapter V: Conflict Management.

Jan 21, 2016

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Page 1: Developing individuals, transforming organizations Chapter V: Conflict Management.

developing individuals, transforming organizations

Chapter V: Conflict

Management

Page 2: Developing individuals, transforming organizations Chapter V: Conflict Management.

What is Conflict? Definition of Conflict:

Conflict is a form of competition between

perceived or actual incompatible needs, goals, desires, ideas, or resources.

Conflict is “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scare resources, and interference from others in achieving their goals” (Wilmot and Hocker, 1998)

The process in which one party perceives

that its interests are being opposed or

negatively affected by another party.

Page 3: Developing individuals, transforming organizations Chapter V: Conflict Management.

Conflict Defined

— Is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

o Is that point in an ongoing activity when an interaction “crosses over” to become an inter-party conflict.

—Encompasses a wide range of conflicts that people experience in organizations

o Incompatibility of goalso Differences over interpretations of factso Disagreements based on behavioral

expectations

Page 4: Developing individuals, transforming organizations Chapter V: Conflict Management.

Conflicts exist whenever incompatible activities occur. Conflicts may originate from a number of different sources, including:

o Differences in information, beliefs, values, interests, or desires.o A scarcity of some resource.o Rivalries in which one person or group competes with another.

Conflict must be PERCEIVED to exist Exists when one person (party) PERCEIVES that another person (party)

has deliberately blocked (or about to block) their goals Is a struggle or contest Can be functional or dysfunctional Happens whenever people work, play or live together Many writers believe that conflict in a group is desirable. Conflict helps eliminate or reduce the likelihood of groupthink. A moderate level of conflict across tasks within a group resulted in

increased group performance while conflict among personalities resulted in lower group performance (Peterson and Behfar, 2003

Conflict occurs whenever:

— Disagreements exist in a social situation over issues of substance.

— Emotional antagonisms (hatred causing opposition and ill will) cause

frictions between individuals or groups.

Page 5: Developing individuals, transforming organizations Chapter V: Conflict Management.

Three Views of Conflict

1. Traditional view - conflict must be avoided

2. Human relations view - conflict is a natural and inevitable outcome in any group

3. Interactionist view - some conflict is absolutely necessary

1. functional conflict - supports the goals of the work group and improves its performance

2. dysfunctional conflict - prevents group from achieving its goals

Page 6: Developing individuals, transforming organizations Chapter V: Conflict Management.

Transitions in Conflict Thought

Causes:

• Poor communication

• Lack of openness

• Failure to respond to employee needs

Causes:

• Poor communication

• Lack of openness

• Failure to respond to employee needs

Traditional View of Conflict

The belief that all conflict is harmful and must be avoided.

Page 7: Developing individuals, transforming organizations Chapter V: Conflict Management.

Transitions in Conflict Thought (cont’d)

Human Relations View of Conflict

The belief that conflict is a natural and inevitable outcome in any group.

Interactionist View of Conflict

The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.

Page 8: Developing individuals, transforming organizations Chapter V: Conflict Management.

Traditional view Contemporary/ modern view

* caused by trouble makers

* bad

* should be avoided

* must be suppressed

* inevitable/ expected between humans

* often beneficial

* natural result of change

*can and should be managed

Page 9: Developing individuals, transforming organizations Chapter V: Conflict Management.

Functional versus Dysfunctional Conflict

Functional Conflict

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

Dysfunctional Conflict

Conflict that hinders group performance.

Page 10: Developing individuals, transforming organizations Chapter V: Conflict Management.

Functional (or constructive) conflict.—Results in positive benefits to individuals, the

group, or the organization.—Likely effects.

o Surfaces important problems so they can be addressed.o Causes careful consideration of decisions.o Causes reconsideration of decisions.o Increases information available for decision making.o Provides opportunities for creativity.

Dysfunctional (or destructive) conflict.—Works to the disadvantage of individuals, the

group, or the organization.—Likely effects:

o Diverts energies.o Harms group cohesion.o Promotes interpersonal hostilities.o Creates overall negative environment for workers.

Page 11: Developing individuals, transforming organizations Chapter V: Conflict Management.

CONFLICT AND NEGOTIATION

Dealing With Conflict

Page 12: Developing individuals, transforming organizations Chapter V: Conflict Management.

Types of Conflict

Task Conflict

Conflicts over content and goals of the work.

Relationship Conflict

Conflict based on interpersonal relationships.

Process Conflict

Conflict over how work gets done.

Page 13: Developing individuals, transforming organizations Chapter V: Conflict Management.

Types of conflict.—Substantive conflict.

o A fundamental disagreement over ends or goals to be pursued and the means for their accomplishment.

—Emotional conflict.o Interpersonal difficulties that arise over

feelings of anger, mistrust, dislike, fear, resentment, etc.

Page 14: Developing individuals, transforming organizations Chapter V: Conflict Management.

Sources of Conflict

GoalGoalIncompatibilityIncompatibility

Different ValuesDifferent Valuesand Beliefsand Beliefs

• Goals conflict with goals of others

• Different beliefs due to unique background, experience, training

• Caused by specialized tasks, careers

• Explains misunderstanding in cross-cultural and merger relations

Page 15: Developing individuals, transforming organizations Chapter V: Conflict Management.

Sources of Conflict

GoalGoalIncompatibilityIncompatibility

Different ValuesDifferent Valuesand Beliefsand Beliefs

TaskTaskInterdependenceInterdependence

Three levels of interdependence

ResourceResource

AA BB CC

Pooled

AA BB CC

Sequential

AA

BB CC

Reciprocal

Page 16: Developing individuals, transforming organizations Chapter V: Conflict Management.

Sources of Conflict

GoalGoalIncompatibilityIncompatibility

Different ValuesDifferent Valuesand Beliefsand Beliefs

TaskTaskInterdependenceInterdependence

ScarceScarceResourcesResources

AmbiguityAmbiguity

• Increases competition for resources to fulfill goals

• Lack of rules guiding relations• Encourages political tactics

Page 17: Developing individuals, transforming organizations Chapter V: Conflict Management.

Sources of Conflict

GoalGoalIncompatibilityIncompatibility

Different ValuesDifferent Valuesand Beliefsand Beliefs

TaskTaskInterdependenceInterdependence

ScarceScarceResourcesResources

AmbiguityAmbiguity

CommunicationCommunicationProblemsProblems

Lack of opportunity --reliance on stereotypes

Lack of ability-- arrogant communication

heightens conflict perception

Lack of motivation -- conflict causes lower motivation

to communicate, increases stereotyping

Page 18: Developing individuals, transforming organizations Chapter V: Conflict Management.

The Conflict Process

Sources ofSources ofConflictConflict

ManifestManifestConflictConflict

ConflictConflictOutcomesOutcomes

ConflictPerceptions

ConflictEmotions

Page 19: Developing individuals, transforming organizations Chapter V: Conflict Management.

The Conflict Process

E X H I B I T 14–1E X H I B I T 14–1

Page 20: Developing individuals, transforming organizations Chapter V: Conflict Management.

Stage I: Potential Opposition or Incompatibility/ inappropriateness

Antecedent conditions exist at interpersonal level. One party plans to block the attempts of another party from achieving a goal. Potential opposition took place due to-

o Communication Semantic difficulties, misunderstandings, and “noise”

o Structure Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose) Dependence/interdependence of groups

o Personal Variables Differing individual value systems Personality types

Page 21: Developing individuals, transforming organizations Chapter V: Conflict Management.

•Stage II: Cognition and Personalizationthe mental faculty or process of acquiring knowledge by the use of reasoning, intuition, or perception

the person whose attempts are blocked makes him feel frustrated, anxious and tense

Positive FeelingsPositive FeelingsPositive FeelingsPositive FeelingsNegative EmotionsNegative EmotionsNegative EmotionsNegative Emotions

Conflict DefinitionConflict DefinitionConflict DefinitionConflict Definition

Perceived ConflictAwareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.

Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.

Page 22: Developing individuals, transforming organizations Chapter V: Conflict Management.

Stage III: Intentions

Cooperativeness:

• Attempting to satisfy the other party’s concerns.

Assertiveness:

• Attempting to satisfy one’s own concerns.

Cooperativeness:

• Attempting to satisfy the other party’s concerns.

Assertiveness:

• Attempting to satisfy one’s own concerns.

Intentions

Decisions to act in a given way.

Page 23: Developing individuals, transforming organizations Chapter V: Conflict Management.

Dimensions of Conflict-Handling Intentions

E X H I B I T 14–2E X H I B I T 14–2

Source: K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.

Page 24: Developing individuals, transforming organizations Chapter V: Conflict Management.

Stage III: Intentions (cont’d)

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.

Page 25: Developing individuals, transforming organizations Chapter V: Conflict Management.

Stage III: Intentions (cont’d)

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.

Page 26: Developing individuals, transforming organizations Chapter V: Conflict Management.

Stage IV: Behavior

At this stage parties are engage themselves in conflict handling behavior

Conflict Management

The use of resolution and stimulation techniques to achieve the desired level of conflict.

Page 27: Developing individuals, transforming organizations Chapter V: Conflict Management.

Conflict-Intensity Continuum

Page 28: Developing individuals, transforming organizations Chapter V: Conflict Management.

Conflict Management Techniques

Conflict Resolution Techniques

• Problem solving

• Superordinate goals

• Expansion of resources

• Avoidance

• Smoothing

• Compromise

• Authoritative command

• Altering the human variable

• Altering the structural variables

Conflict Resolution Techniques

• Problem solving

• Superordinate goals

• Expansion of resources

• Avoidance

• Smoothing

• Compromise

• Authoritative command

• Altering the human variable

• Altering the structural variables

• Communication

• Bringing in outsiders

• Restructuring the organization

• Appointing a devil’s advocate

• Communication

• Bringing in outsiders

• Restructuring the organization

• Appointing a devil’s advocate

Page 29: Developing individuals, transforming organizations Chapter V: Conflict Management.

Stage V: Outcomes The conflict finally results in an outcomes which may

be -

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/ oppose and punish conflict avoiders.

Dysfunctional Outcomes from Conflict— Development of discontent, -- Reduced group effectiveness— Retarded communication, -- Reduced group cohesiveness— Infighting among group members overcomes group goals

Page 30: Developing individuals, transforming organizations Chapter V: Conflict Management.

Levels of conflict

There are three levels of conflict – 1. Intra-individual conflict2. Inter-Individual/ personal conflict3. Inter-Group conflict

Page 31: Developing individuals, transforming organizations Chapter V: Conflict Management.

1. Intra-individual conflict:

It refers conflict within an individual. It arises from –

A] Conflict from frustration – — Frustration occurs when a motivation drive is blocked

before a person reaches a desire goal because of barrier B] Goal conflict –

— It occurs when the attainment of one goal excludes the possibility of attaining another goal. It has three major forms –

1. Approach- approach conflict – — It occurs when individual is caught between two or more

positive but mutually exclusive goals. + …………. Person ………….. +

Page 32: Developing individuals, transforming organizations Chapter V: Conflict Management.

2. Approach- avoidance conflict –

— It occurs when individual is simultaneously attracted to and repelled by a single object e.g. phone to boss and frighten.

Person ………………………+,-

3. Avoidance –avoidance conflict: - — It occurs when an individual is forced to choose between

two mutually exclusive goals, each of which posses unattractive qualities.

- ………………….. person …………………….-

C] Role conflict:— It arises when an individual plays different roles; but finds

time and resources inadequate to do so

Page 33: Developing individuals, transforming organizations Chapter V: Conflict Management.

2. Inter-individual / personal conflict:

It occurs between two individuals in an organization. It arises because of difference in perception, temperaments,

personalities, value systems, socio-cultural factor and role ambiguities.

Transactional analysis, (TA), Johari window, stroking, and life positions seek to explain the phenomenon of inter-personal conflicts.

3. Inter-group conflict: It refers to the conflict between two groups, department or sections

in organization. It is also called as organizational conflict. Interorganizational conflict.

— Occurs in the competition and rivalry that characterize firms operating in the same markets.— Occurs between unions and organizations employing their members.— Occurs between government regulatory agencies and organizations subject to their

surveillance.— Occurs between organizations and suppliers of raw materials.

The important reasons are –

Page 34: Developing individuals, transforming organizations Chapter V: Conflict Management.

A] Task interdependence- It refers to the extent to which two department

dependents on each other for assistance, information, compliance etc. task interdependence may be –

1. Pooled interdependence — two groups functions relatively independent but their

combined out put contributes to the overall performance — A overall performance — B

2. Sequential interdependence— one groups performance depends on another groups prior

performance — A …….. B………….C……………… overall performance

3. Reciprocal interdependence — Departments are exchange outputs and hence are mutually

interdependent in accomplishing their tasks. — A ……………………................... overall

performance— …………………………………… B

Page 35: Developing individuals, transforming organizations Chapter V: Conflict Management.

B] Task ambiguity – — when it is not clear

C] Goal incompatibility- — when organization is growing, or changing

environment D] Competition or limited resources E] Line and staff organization structure F] Intra-personal and inter-personal

conflict G] Competitive reward system-

— for individual or department; group effort; no cooperation; conflict.

Page 36: Developing individuals, transforming organizations Chapter V: Conflict Management.

Strategies for conflict management

A] Strategies for resolving intra-personal conflict

B] Resolving inter-personal conflict C] Resolving inter-group conflict

Page 37: Developing individuals, transforming organizations Chapter V: Conflict Management.

Five conflict management modes

1. Withdrawal temporary 2. Smoothing fails to resolve

3. Compromising provides 4. Forcing resolution 5. Problem solving

Page 38: Developing individuals, transforming organizations Chapter V: Conflict Management.

Five Conflict Management Styles

1. Avoidance or withdrawal-downplaying disagreement, withdrawing, staying neutral at all costs

2. Accommodation or smoothing-giving in and smoothing over differences to maintain harmony

3. Competition or authoritative command-trying to win in active competition, or using authority to win by force

4. Compromise-bargaining for something “acceptable” so each party wins and loses a bit

5. Collaboration or problem solving-working through differences to solve problems so that everyone gains

Page 39: Developing individuals, transforming organizations Chapter V: Conflict Management.

CONFLICT AND NEGOTIATION

Dealing With ConflictConflict Management Styles

Page 40: Developing individuals, transforming organizations Chapter V: Conflict Management.

Styles of Conflict Resolution

Per. Goals Relation. Force win-lose hi low Smooth yield-lose low high Withdraw lose-leave low low Compromise comprom. med med. Problem

solver integrative high high -Avoid - do nothing

-Compete - win/lose-Compromise - split the difference-Collaborate - win/win-Accommodate - give in

Page 41: Developing individuals, transforming organizations Chapter V: Conflict Management.

CONFLICT AND NEGOTIATION

Dealing With ConflictConflict Management Styles

When to use conflict management styles

• Collaboration and problem solving is preferred to gain true conflict resolution when time and cost permit. • Avoidance may be used when an issue is trivial, when more important issues are pressing, or when people need to cool down temporarily and regain perspective. • Authoritative command may be used when quick and decisive action is vital or when unpopular actions must be taken. • Accommodation may be used when issues are more important to others than to yourself or when you want to build “credits” for use in later disagreements. • Compromise may be used to arrive at temporary settlements of complex issues or to arrive at expedient solutions when time is limited.

Page 42: Developing individuals, transforming organizations Chapter V: Conflict Management.

CONFLICT AND NEGOTIATION

Dealing With Conflict Outcomes of Conflict

— Lose-lose o no one achieves his or her true desires and the underlying

reasons for conflict remain unaffected. — Competition

o uses force, superior skill, or domination to win a conflict. — Compromise

o occurs when each party to the conflict gives up something of value to the other.

— Win-lose o one party achieves its desires and the other party does not.

— Collaboration o involves working through conflict differences and solving

problems so everyone wins. — Win-win

o the conflict is resolved to everyone’s benefit.

Page 43: Developing individuals, transforming organizations Chapter V: Conflict Management.

Conflict Mgt. Styles: Orientations

How can conflict be managed successfully? The issue of “who wins?” Win-win orientation

— You believe parties will find a mutually beneficial solution to their disagreement

— Both parties achieve their desires.— Collaboration or problem solving are forms of win-win

conflict.

Win-lose orientation— You believe that the more one party receives, the less the

other receives— Tends to escalate conflict, use of power/politics

o One part achieves its desires at the expense and to the exclusion of the other party’s desires.

o Competition and authoritative command are forms of win-lose conflict.

Lose-lose conflict.o Occurs when nobody gets what he or she wants.o Avoidance, accommodation or smoothing, and compromise are

forms of lose-lose conflict.

Page 44: Developing individuals, transforming organizations Chapter V: Conflict Management.

How Do You Respond to Conflict?

Five Styles We Use in Conflict Situations

-Avoid - do nothing-Compete - win/lose-Compromise - split the difference-Collaborate - win/win-Accommodate - give in

Page 45: Developing individuals, transforming organizations Chapter V: Conflict Management.

Ass

erti

ven

ess

Cooperativeness

CompetingCompeting CollaboratingCollaborating

CompromisingCompromising

AvoidingAvoiding AccommodatingAccommodating

High

Low High

Conflict Management Styles

Page 46: Developing individuals, transforming organizations Chapter V: Conflict Management.

Conflict-Handling Styles

Uncooperative CooperativeCooperativeness

Ass

erti

ven

ess

Un

asse

rtiv

eA

sser

tive Forcing

Resolving conflicts bysatisfying one’s own needsat the expense of another’s

Avoiding

Resolving conflicts bywithdrawing from orsuppressing them

CollaboratingRewarding conflict by seekingan advantageous solution forall parties

Compromising

Resolving conflict by eachparty giving up somethingof value

Accommodating

Resolving conflicts byplacing another’s needsand concerns above yourown

Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 3.32

Page 47: Developing individuals, transforming organizations Chapter V: Conflict Management.

Compromise

High

Low High

Concern for O

thers

Concern for Self

Styles of Conflict ManagementPickering, P How to Handle Conflict & Confrontation. National Press Series 2000

Obliging

“placating”

Collaborating

“win-win”

Avoiding

“don’t rock the boat”

Dominating

“playing hardball’

Page 48: Developing individuals, transforming organizations Chapter V: Conflict Management.

Conflict and Unit Performance

E X H I B I T 14–9E X H I B I T 14–9

Page 49: Developing individuals, transforming organizations Chapter V: Conflict Management.

Conflict-Handling Intention: 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.

Page 50: Developing individuals, transforming organizations Chapter V: Conflict Management.

Conflict-Handling Intention: 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.

Page 51: Developing individuals, transforming organizations Chapter V: Conflict Management.

Conflict-Handling Intention: 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.

Page 52: Developing individuals, transforming organizations Chapter V: Conflict Management.

Conflict-Handling Intention: 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.

Page 53: Developing individuals, transforming organizations Chapter V: Conflict Management.

Conflict-Handling Intention: 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.

Page 54: Developing individuals, transforming organizations Chapter V: Conflict Management.

What is conflict?

Levels of conflict — cont.— Interpersonal conflict.

o Occurs between two or more individuals who are in opposition to one another.

— Intergroup conflict.o Occurs among members of different teams or groups.

Page 55: Developing individuals, transforming organizations Chapter V: Conflict Management.

What is conflict?

Levels of conflict — cont.— Interorganizational conflict.

o Occurs in the competition and rivalry that characterize firms operating in the same markets.

o Occurs between unions and organizations employing their members.

o Occurs between government regulatory agencies and organizations subject to their surveillance.

o Occurs between organizations and suppliers of raw materials.

Page 56: Developing individuals, transforming organizations Chapter V: Conflict Management.
Page 57: Developing individuals, transforming organizations Chapter V: Conflict Management.

8

Conflict Management

Conflict Resolution Methods

• Confronting / Problem Solving

• Compromising

• Forcing

• Smoothing / Accommodating

• Withdrawing / Avoiding

Page 58: Developing individuals, transforming organizations Chapter V: Conflict Management.

8

Conflict Management

Confronting / Problem Solving

• Sometimes referred to as “collaborating”

• Generally viewed as the best method for conflict resolution

• Looks to solve the conflict at the source so it will not be an issue for the project

Page 59: Developing individuals, transforming organizations Chapter V: Conflict Management.

8

Conflict Management

Confronting / Problem-Solving when…

• When conflicting parties can get at least what they want and maybe more

• To reduce cost

• To create a common power base

• To attack a common foe

• When skills are complimentary

Page 60: Developing individuals, transforming organizations Chapter V: Conflict Management.

8

Conflict Management

Confronting / Problem-Solving when…

• When there is enough time

• When there is trust

• When you have confidence in the other’s ability

• When the ultimate objective is to learn

Page 61: Developing individuals, transforming organizations Chapter V: Conflict Management.

8

Conflict Management

Compromising

• To negotiate or bargain for a solution to give both parties some degree of satisfaction

• “Give and take” or “win-win”

• Neither party gets everything they want or need (“lose-lose”)

Page 62: Developing individuals, transforming organizations Chapter V: Conflict Management.

8

Conflict Management

Compromising when…

• When both parties need to be “winners”

• When you can’t win

• When others are as strong as you are

• When you haven’t time to win

• To maintain the relationship

Page 63: Developing individuals, transforming organizations Chapter V: Conflict Management.

8

Conflict Management

Compromising when…

• When you are not sure you are right

• When you get nothing if you don’t

• When stakes are moderate

• To avoid giving the impression of “fighting”

Page 64: Developing individuals, transforming organizations Chapter V: Conflict Management.

9

Conflict Management

Forcing

• When one party imposes the solution on the other party

• “win-lose” situation, wins at the expense of the loser

• Does not always address the underlying source of conflict and often reduces team morale

Page 65: Developing individuals, transforming organizations Chapter V: Conflict Management.

9

Conflict Management

Forcing when…

• When you are right

• When a do-or-die situation exists

• When stakes are high

• When important principles are at stake

• When you are stronger

Page 66: Developing individuals, transforming organizations Chapter V: Conflict Management.

9

Conflict Management

Forcing when…

• To gain status or power

• In short term (one time) deals

• When the relationship is unimportant

• When a quick decision must be made

Page 67: Developing individuals, transforming organizations Chapter V: Conflict Management.

9

Conflict Management

Smoothing / Accommodating

• Emphasize areas of agreement

• Tends to downplay conflict instead of solving conflict

• May make sacrifices to satisfy the needs of the other party

Page 68: Developing individuals, transforming organizations Chapter V: Conflict Management.

9

Conflict Management

Smoothing / Accommodating when…

• To reach an overarching or higher goal

• To create obligation for a trade-off at a later date

• When the stakes are low

• When liability is limited

Page 69: Developing individuals, transforming organizations Chapter V: Conflict Management.

9

Conflict Management

Smoothing / Accommodating when…

• To maintain harmony

• When any solution will be adequate

• To create goodwill

• When you will lose anyway

• To gain time

Page 70: Developing individuals, transforming organizations Chapter V: Conflict Management.

9

Conflict Management

Withdrawing / Avoiding

• Temporary solution at best

• Conflict and source of conflict will continue through project life

• Some view as cowardice and unwillingness to address the conflict situation

Page 71: Developing individuals, transforming organizations Chapter V: Conflict Management.

9

Conflict Management

Withdrawing / Avoiding when…

• When you can’t win

• When stakes are low

• When stakes are high, but you are not ready

• To gain time

Page 72: Developing individuals, transforming organizations Chapter V: Conflict Management.

9

Conflict Management

Withdrawing / Avoiding when…

• To unnerve your opponent

• To preserve neutrality or reputation

• When you think the problem will “go away”

• When you win by delay

Page 73: Developing individuals, transforming organizations Chapter V: Conflict Management.

9

Conflict Management

Conflict – Door stuck shut

• Throw shoulder into door and break it open

(Forcing)

• Ignore it, hope another will fix the door

(Withdrawing/Avoiding)

• Determine what is causing the door to be stuck and correct the problem

(Confronting / Problem solving)

Page 74: Developing individuals, transforming organizations Chapter V: Conflict Management.

Conflict Management

Preferred

• Problem-solving

• Compromising

Last Resort

• Forcing

Avoid

• Withdrawing / Avoiding9

Page 75: Developing individuals, transforming organizations Chapter V: Conflict Management.
Page 76: Developing individuals, transforming organizations Chapter V: Conflict Management.
Page 77: Developing individuals, transforming organizations Chapter V: Conflict Management.

Who is CPP?

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• Myers-Briggs Type Indicator ® assessment• Strong Interest Inventory ® tool• Thomas-Kilmann Conflict Mode™ assessment• CPI 260™ assessment• FIRO-B™ tool

• Delivers more than 1 millionresearch-validated and reliableassessments to business,government and education clients

• Serves 89 of the Fortune 100 companies

Page 78: Developing individuals, transforming organizations Chapter V: Conflict Management.

What is Workforce Development?

Workforce development aligns employee interests with corporate

goals to achieve full employee engagement in delivering value to the customer and the

company.

Page 79: Developing individuals, transforming organizations Chapter V: Conflict Management.

Workforce DevelopmentWorkforce Development

Training & Research Services

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Enablesbusinessesto focus theirtime onefficientandstrategicworkforceplanningLe

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Page 80: Developing individuals, transforming organizations Chapter V: Conflict Management.

MBTI®

Workforce DevelopmentWorkforce Development

Training & Research Services

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Enablesbusinessesto engagemore fullywith currentemployees toimproveretention

MBTIMBTI

Page 81: Developing individuals, transforming organizations Chapter V: Conflict Management.

Strong Interest Inventory®

Workforce DevelopmentWorkforce Development

Training & Research Services

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StrongStrong

Page 82: Developing individuals, transforming organizations Chapter V: Conflict Management.

CPI 260™

Workforce DevelopmentWorkforce Development

Training & Research Services

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Page 83: Developing individuals, transforming organizations Chapter V: Conflict Management.

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Page 86: Developing individuals, transforming organizations Chapter V: Conflict Management.

Introduction: Kenneth W. Thomas

Co-Author of the Thomas-Kilmann Conflict Mode Instrument which has sold four million copies

Member:Academy of ManagementAmerican Psychological

AssociationInternational Association for

Conflict Management Holds a PhD from Purdue Professor (retired), Naval

Postgraduate School (Graduate School of Business and Public Policy)

CPP, Inc.
Page 87: Developing individuals, transforming organizations Chapter V: Conflict Management.

Teams, teams, teams

Organizations face increasingly complex problems

One solution is the use of teams, especially diverse teams that offer multiple perspectives

According to WSJ “ability to work in a team” is the second most important skill for graduating MBA’s

Our work with teams surfaced the need for conflict management

Page 88: Developing individuals, transforming organizations Chapter V: Conflict Management.

Research shows:

Diverse teams surface conflict that may decrease the team’s performance

Conflict can improve a team’s performance IF the conflict is managed well

Teams and Conflict

Page 89: Developing individuals, transforming organizations Chapter V: Conflict Management.

Appropriate method for handling conflict

Research shows that more collaborative teams tend to outperform less collaborative teams

Yet we know this is not true all the time

And it is more complex than “just be collaborative”

Page 90: Developing individuals, transforming organizations Chapter V: Conflict Management.

We needed a framework to steer teams through the complexities of conflict management.

The framework is boiled down here to five key lessons.

The Practical Problem:

Page 91: Developing individuals, transforming organizations Chapter V: Conflict Management.

One’s choices in a conflict . . .

the “conflict-handling modes”

Lesson 1

Page 92: Developing individuals, transforming organizations Chapter V: Conflict Management.

The condition in which the concerns of different

team members appear incompatible

Conflict

Page 93: Developing individuals, transforming organizations Chapter V: Conflict Management.

The Five Conflict-Handling Modes

Cooperativeness

Uncooperative Cooperative

A

sser

tive

nes

s

U

nas

sert

ive

Ass

erti

ve

Competing Collaborating

Compromising

AccommodatingAvoiding

Page 94: Developing individuals, transforming organizations Chapter V: Conflict Management.

The positive intentions and values

associated with different styles

Lesson 2

Page 95: Developing individuals, transforming organizations Chapter V: Conflict Management.

COLLABORATOR

AVOIDER

COMPROMISER

COMPETITORMay see accommodater as• Too nice, overly protective of

others’ feelings• Losing out, neglecting his or her

own interests• Soft-pedaling the truth, timid

ACCOMMODATERMay see competitor as• Insensitive to others’ needs and

feelings• Selfish, putting own desires

ahead of others’• Undermining trust and goodwill

in the team

Conflict Mode Stereotypes

Team members often stereotype other styles at their worst, framing them negatively in terms of their own values.

Page 96: Developing individuals, transforming organizations Chapter V: Conflict Management.

Competitors

Advocating positions that have merit

Value tough-mindedness, candor, having the courage of one’s convictions, making things happen

Collaborators

Finding innovative, win-winsolutions

Value innovation, open-mindedness, learning, consensus, win-win solutions

Compromisers

Providing moderation and balance

Value moderation, pragmatism, reciprocity, exchange

Avoiders

Managing time costs

Value conserving personal time and energy, being prudent and prepared, keeping meetings short

Accommodaters

Building goodwill and cohesiveness

Value support, generosity, goodwill, team cohesiveness

Adapted from figures 5 and 6, K. W. Thomas and G. F. Thomas, Introduction to Conflict and Teams

Positive Intentions andValues of Conflict Styles

Page 97: Developing individuals, transforming organizations Chapter V: Conflict Management.

The usefulness of each style in

appropriate situations . . .

and the need to negotiate among

conflict modes.

Lesson 3

Page 98: Developing individuals, transforming organizations Chapter V: Conflict Management.

Collaborating is especially desirable when:

conflicting concerns are too important to compromise or sacrifice

when innovative solutions are needed

when hard feelings need to be workedthrough

However, collaborating also requires:

time

interpersonal skills

integrative possibilities in the issue

trust

openness to new ideas

Two sides of collaboration

Page 99: Developing individuals, transforming organizations Chapter V: Conflict Management.

Each style has its own “temptations”. . .

dysfunctional behaviors that need to

be discouraged.

Lesson 4

Page 100: Developing individuals, transforming organizations Chapter V: Conflict Management.

Competitors monopolizing, not listening, or exaggerating.

Collaborators overanalyzing unimportant issues, continuing to problem-solve past the point of usefulness, or not being decisive when required.

Examples of Dysfunctional Behaviors

Page 101: Developing individuals, transforming organizations Chapter V: Conflict Management.

The challenges to problem-solving in teams

where different styles predominate . . .

and remedies to overcome them.

Lesson 5

Page 102: Developing individuals, transforming organizations Chapter V: Conflict Management.

Collaborating

1/2

Competing

2

Accommodating

3 1/2

Avoiding

0

Compromising

3

Dominant Modes*

* Figures show number of members who score highest on each conflict mode. One person was tied between collaborating and accommodating.

A Board of Directors with an Accommodating Flavor

Page 103: Developing individuals, transforming organizations Chapter V: Conflict Management.

Challenges

Difficulty asserting needs

Conformity

Reluctance to debate/challenge

Remedies

Polling members for needs

Norms of critical thinking

Using structured debates

Selected Challengesand Remedies for Accommodater Teams

Page 104: Developing individuals, transforming organizations Chapter V: Conflict Management.

Additional Value of the newly published Teams Booklet

Individuals:—Values that underlie your style

—Values behind your teammates’ style

—What you can learn from teammates

—Dysfunctional behaviors that people with your style should avoid

Whole Team:—Identify your team style—Consequences of your team style —The need for team to shift into collaboration—Barriers to collaborative problem-solving—Opportunity to establish constructive norms

Page 105: Developing individuals, transforming organizations Chapter V: Conflict Management.

Complex Elements of Conflict Management in Teams:

  Knowing your basic options (the conflict-handling

modes)

Appreciating the contributions and limitations of your own and others' conflict styles

Negotiating for conflict modes that fit team issues

Discouraging dysfunctional behaviors associated with any mode

Addressing the special challenges posed by your team's dominant style(s)

Summary