Managing Conflict. Objectives Definition Views on Conflict Types of Conflict Conflict Strategies Desired Outcomes.

Managing Conflict

Objectives

Definition Views on Conflict Types of Conflict Conflict Strategies Desired Outcomes

Definition

A struggle or contest between people with opposing needs, ideas, beliefs, values, or goals

A process that begins when one party perceives that another party has negatively affected or is about to affect something that the first party cares about

Definition (cont.)

An active effort by an individual or group for its own preferred effort at the cost of others

A process by which the efforts of “A” are purposefully made to offset the efforts of “B” by some form of blocking that will result in frustrating “B” in attaining his/her goal(s)

Conflict

“Conflict tends to obstruct cooperative action, create suspicion and distrust and decrease productivity.”

Views on Conflict

Traditional View – the view that all conflict is harmful and must be avoided

Human Relations View – the belief that conflict is a natural and inevitable outcome in any group

Views on Conflict (cont.)

Integrationist/Modern View – 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. It’s a natural occurrence and should be encouraged. It is necessary for a harmonious, peaceful, cooperative atmosphere leading to teamwork.

Types of Conflict

Dysfunctional – Conflict that hinders group performance due to poor communication, lack of openness and trust between two people, and failure to be responsive to the needs and aspirations of others

Types of Conflict (cont.)

Functional Conflict – works towards the goals of an organization or group and improves performance. It is creatively managed conflict that shakes people out of their ruts and gives them new points of view.

Conflict

“If we are going to be a learning organization, there must be some level of conflict.” (MM)

Effect of Conflict on Organizational Performance

Conflict Management Strategies

C O Accommodation Collaboration O * * P E R A Compromising T * I 0 N Avoiding Competing _________________________________________________________

ASSERTIVENESS

Conflict Management Strategies (cont.)Competing/Forcing

Using formal authority or other power that you possess to satisfy your concerns without regard to the concerns of the party you are in conflict with.

High Assertiveness – Low Cooperation Appropriate to use – when quick action is needed,

unpopular decisions need to be made, when vital issues must be handled, and when one is protecting self interest

Competing/Forcing (cont.)Skills Needed for This Strategy/Mode

Arguing/debating Using rank or influence Asserting your opinions and feelings Standing your ground Stating your position clearly

Conflict Management Strategies (cont.)Avoiding

Not paying attention to the conflict and not taking any action to resolve it

Low assertiveness – Low cooperation Appropriate Use – when you have issues of low

importance, to reduce tensions, to buy some time, when you’re in a position of lower power

AvoidingSkills Needed for This Strategy/Mode

Ability to withdraw Ability to leave things unresolved Ability to sidestep issues Sense of timing

Conflict Management Strategies (cont.) Accommodating

Allowing the other party to satisfy their concerns while neglecting your own

Low assertiveness – high cooperation Appropriate use: to show reasonableness, develop

performance, create good will, keep the peace Note: some use this outcome when the issue or outcome is of low importance (Be careful not to “keep a tally” or be a martyr with the unspoken expectation

that the “favor” will be returned)

AccommodatingSkills Needed for This Strategy/Mode

Forgetting your desires Selflessness Ability to yield Obeying orders

Conflict Management Strategies (cont.)Compromising

Attempting to resolve a conflict by identifying a solution that is partially satisfactory to both parties but completely satisfactory to neither

Moderate Assertiveness – Moderate cooperativeness

Appropriate use – when dealing with issues of moderate importance, when you have equal power status, when you have a strong commitment for resolution, use as a temporary solution when there are time constraints

CompromisingSkills Needed for This Strategy/Mode

Negotiating Assessing value Finding s middle ground Making concessions

Conflict Management Strategies (cont.)Collaborating

Cooperating with the other party to understand their concerns and expressing your own concerns in an effort to find a mutually and completely satisfactory solution (win-win)

High Assertiveness – High cooperation Described as putting an idea on top of an idea on top

of an idea in order to achieve the best solution to a conflict (Best solution – a creative solution to the conflict that would not have been generated by a single individual)

Collaborating (cont.)Appropriate Use

When the conflicts warrant the time and energy When the conflict is important to the people who are

constructing an integrative solution When the issues are too important to compromise’ When merging perspectives When gaining commitment When improving relationships When learning

Collaborating (cont.)Skills Needed for This Strategy/Mode

Active listening Identifying concerns Non threatening confrontation Analyzing input

Desired Outcomes of Conflict

Agreement – strive for equitable and fair agreements that last

Stronger Relationships – build bridges of goodwill and trust for the future

Learning – greater self awareness and creative problem solving

Thank you!!!