Management of Conflicts, stresses and organizational changes

Management of

Conflicts, stresses and organizational changes

Why Conflict Arises

Type “A” Personality

Vs.

Type “B Personality

Type ”A” Personality

Highly CompetitiveStrong PersonalityRestless when

inactiveSeeks Promotion

Punctual Thrives on

deadlinesMaybe jobs at

once

Type “B” Personality

Works methodicallyRarely competitiveEnjoys leisure timeDoes not anger

easilyDoes job well but

doesn’t need recognition

Easy-going

Aggressive PeopleBody language

Stiff and straight Points, bangs tables to emphasize

points Folds arms across body

Verbal language “I want you to…” “You must…” “Do what I tell you!” “You’re stupid!”

Aggressive people are basically insecure….. Try toavoid them.

Submissive people

Body Language Avoids eye

contact Stooped posture Speaks quietly Fidgets

Verbal Language “I’m sorry” “It’s all my

fault” “Oh dear”

Submissive people have a great senseof inferiority

Assertive PeopleBody language

Stands straight Appears composed Smiles Maintains eye contact

Verbal language “Let’s” “How shall we do this?” “I think… What do you

think?” “I would like…”

Types of Conflict

Within an individual Between two individualsWithin a team of individualsBetween two or more teams

within an organization

Causes of conflict

Conflict of aims- different goals Conflict of ideas- different

interpretations Conflict of attitudes - different

opinions Conflict of behavior- different

behaviors are unacceptable

Stages of Conflict

Conflict arises Positions are stated and

hardened Actions, putting into action their

chosen plan Resolution???

Preventing Conflict

Assess positive and negative personality traits of people involved

Determine personality type Aggressive Submissive Assertive

Assess if people are introvert or extroverts...

Preventing Conflict

Review past conflictsAssess communication skills of

those involvedRead body language of

participants

Preventing ConflictTry to reduce conflict

Realize that communication is colored by personal experience, beliefs, fear, prejudices

Try to be neutral Plan the timing and place of the

conversation Realize that outside stress may add

to confrontation Eliminate/reduce external

interruptions

Preventing Conflict

Manage the language used Neutral vs. loaded words Reduce technical language Allow for cultural differences in

language Words may have different meanings

for different people…ask them to elaborate

Aids to Communication

Listen Actively RelaxObserve body languageDevelop interest in others

interestsAsk for clarificationPlan what you are going to say

Tailor words to personDetermine the best timing Determine the best placeWhy is the conversation

necessary

Personalities who cause conflict

AggressorPassiveAbsenteeError proneNegative attitudeChatterboxDo nothing

Personalities who cause conflict

UnreliableTime wasterResentful

person

WAC’em method

What’s bothering you?

A -What do you want to Ask the person to do?

Check in to see if what you’ve asked for can happen

Toward Conflict Management

Blake and Mouton’s Conflict Grid

Source: Reproduced by permission from Robert R. Blake and Jane Syngley Mouton. “The Fifth Achievement.” Journal of Applied Behavioral Science 6(4), 1970..

Toward Conflict Management

Blake and Mouton (1970) proposed a grid that shows various conflict approaches. The 1,1 style is the hands-off approach,

also called avoidance. The 1,9 position, also called

accommodation, is excessively person-oriented.

Toward Conflict Management

The 5,5 position represents a willingness to compromise.

The 9,1 is the bullheaded approach, also called competing.

The optimum style for reducing conflict is the 9,9 approach, also called collaboration.

Toward Conflict Management

Borisoff and Victor (1998) argue that the best strategy for conflict management (negotiation) depends on the desired outcome.

Toward Conflict Management

Unilateral negotiation strategies include:

The trusting collaboration strategy.The open subordination strategy.The firm competition strategy.The active avoidance strategy.

Toward Conflict Management

Interactive negotiation strategiesTrusting collaborationPrincipled negotiationFirm competitionSoft competitionOpen subordinationFocused subordinationActive avoidancePassive avoidanceResponsive avoidance

Toward Conflict Management

Fisher, Ury, and Patton (1991) outline four principles that compose principled negotiation. Separate the people from the problem. Focus on interests, not positions. Invent options for mutual gain. Seek objective criteria.

Toward Conflict Management

The Continuum of Decision-Making Behavior has been described as including four styles of decision making:

TellsSellsConsultsJoins

Toward Conflict Management

Diane Yale (1988) outlines three metaphorical approaches to conflict:

The competitive, adversarial metaphor• Often results in a winner and loser in the

resolution process. The problem-solving metaphor

• If [conflict] is focused on problem-solving, everything that comes at you is seen as a problem or a solution.

The creative orientation metaphorBrings an innovative quality to group conflict resolution.

Toward Conflict Management—Practical Tips

Walker and Harris (1995) offer the following practical tips for implementing the 9,9 style. Encouraging behavior occurs when a team member:

1. Avoids feelings or perceptions that imply the other person is wrong or needs to change.

2. Communicates a desire to work together to explore a problem or seek a solution.

3. Exhibits behavior that is spontaneous and destruction-free.

Toward Conflict Management—Practical Tips

4. Identifies with another team member’s problems, shares feelings, and accepts the team member’s reaction.

5. Treats other team members with respect and trust.

6. Investigates issues rather than taking sides on them.

The same principles can be applied to negotiating with others outside your team, or with a supplier or customer.

Toward Conflict Management

A Continuum of Decision-Making Behavior

Source: From Stewart L. Tubbs. Empowerment (Ann Arbor, Mich.: U-Train, Inc., 1993), pp 5-9. Adapted from R. Tannenbaum and H.W. Schmidt. “How to Choose a Leadership Pattern,” Harvard

Business Review March-April, 1958.

Review of the Systems Approach

Individuals should understand their own personal triggers to better deal with conflict situations in the workplace (Robin, 2004)

Group members should think about other group members early on to identify privately those individuals and behaviors that may push their buttons.

Review of the Systems Approach

Conflict may have some desirable consequences.

Out of control conflict may be destructive.

Conflict-producing behaviors are more likely from those high in aggression, dominance, and the need for autonomy.

An important factor related to conflict is the style of leadership and the resulting group norms regarding conflict.

Thank you for attention!