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Conflict Management

Walter H. GmelchDean and Professor

University of San FranciscoSchool of Education

whgmelch@usfca.edu

Materials adapted from Life Cycle of a Department Chair (Gmelch & Schuh, 2004), and Chairing an Academic Department (Gmelch & Miskin, 2004).

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The Three R’s of StrategicConflict Management

1. Recognize the Nature and Causes of Conflict

2. Respond to Conflict with Appropriate Style

3. Resolve Conflict with Principles

Walter H. Gmelch, Center for the Study of Academic Leadership, University of San Francisco.doc

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Approaches to Organizational Conflict

Prescription

Period Philosophy Nature Strategy

1890-1940’s Traditionalists Destructive Eliminate

1950-1980’s Behavioralists Natural Accept

Present Time Interactionalists Necessary Encourage

Walter H. Gmelch, Center for the Study of Academic Leadership, University of San Francisco.doc

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Eight Work RelationshipsCreating Conflict

Organizational Characteristics

1. Levels

2. Structure

3. Specialization

4. Heterogeneity

5. Supervision

6. Participation

7. Rewards

8. Interdependence

Walter H. Gmelch, Center for the Study of Academic Leadership, University of San Francisco.doc

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Sources of PowerSources of PowerThere are two types of power: personal and positional. These two types of power have been further broken down into five “bases” of power. Each base of power “provides a different possible reason for subordinates to comply with their administrator’s wishes . . . and a different way in which a leader can attempt to influence a subordinate.”

Power Base When to Use

Expertise When faculty growth and development are desirable When you are sure of the decision When data or rationale are complex or confidential

Referent When harmony is important When friendships are valued When faculty must trust you and share the same value

Authority When department has clear procedures When rapid compliance is needed When you are willing to take total responsibility for decision

Walter H. Gmelch, Center for the Study of Academic Leadership, University of San Francisco.doc

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Sources of Power (Cont.)Sources of Power (Cont.)

Power Base When to Use

Reward When you want to add incentivesWhen you want to recognize superior

performanceWhen faculty value reward

Coercive When you need to reinforce rulesWhen discipline is neededWhen basic ethics are violated

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Thomas-Kilmann Conflict Mode Instrument Assess your preferred style for dealing with

conflict Complete Conflict Mode Instrument Score your Instrument Compare conflict style preferences with the

colleague next to you.

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Advantages of Conflict Styles

Use the worksheet provided and in groups of three, indicate the advantages of using each of the five styles of conflict: Avoid Accommodate Compete Compromise Collaborate

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The Perfect Apology

Acknowledge mistake

Accept responsibility

Express regretProvide assurance, won’t

be repeated

Time it well

Barbara Kellerman (April, 2006) Harvard Business Review. 72-81.

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Conflict ResolutionOrganizing Questions

Are there more than two parties?

Are the parties monolithic?

Are there linkage effects?

Is there more than one issue?

Is ratification required?

Are threats possible?

Are negotiations public or private?

Is there a time constraint?

Walter H. Gmelch, Center for the Study of Academic Leadership, University of San Francisco.doc

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Roger Fisher and William Ury (1985), Getting to Yes, Penguin Books, New York.

PRINCIPLED NEGOTIATION SKILLS

I. Don’t bargain over position since it often:• Endangers ongoing relationships• Becomes difficult when more than two parties are involved• Places all parties in a win/lose situation

II. Separate the people from the problem• Recognize the individual• Look for perceptions (actively listen, empathize)• Don’t impute your feelings or concerts to others• Avoid personal attacks

III. Focus on interests• Behind each position lies both differing and compatible interests• Identify interests (explore the why’s and why not’s) • Look forward – not back• Be hard on the problem, be soft on the people

IV. Invent Options• Avoid premature judgments, examine your assumptions• Be creative• Look for mutual benefit (not win/lose)• Find additional resources, remove obstacles

V. Use Objective Criteria• Find Fair Standards, fair procedures• Establish common purpose, desired end results• Yield to principle – not pressure

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Principled Conflict Management

1.1. Don’t bargain over positionDon’t bargain over position

2.2. Separate the people from the problem Separate the people from the problem

3.3. Focus on interestsFocus on interests

4.4. Invent OptionsInvent Options

5.5. Use objective criteriaUse objective criteria

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Interests

Definition:The basic intangible or abstract needs of a party such as values, principles, needs

Characteristics:Rarely negotiableUsually intangibleNot measurableMay be substituted for other interests

Results:Interest satisfaction must be achieved if conflict is to be resolved

Walter H. Gmelch, Center for the Study of Academic Leadership, University of San Francisco.doc

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Basic Ingredients for a “Satisfying” ConflictResolution

Procedural Satisfaction

Specific conflict procedures giving order to negotiation process – before, during, and

after

Substantive Satisfaction

Content of settlement

Psychological SatisfactionHow parties feel after resolution

Walter H. Gmelch, Center for the Study of Academic Leadership, University of San Francisco.doc

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Ways to Resolve Conflict

Soft Hard Principled

Friends Adversaries Problem Solvers

Agreement Victory Wise Outcome

Trust Distrust Independent of Trust

Make Offers Make Threats Explore Interests

Yield to Pressure Apply Pressure Yield to Principle, Not pressure

Souce: Getting to Yes by R. Fisher and W. Ury.

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The Anderson – Lawson Case- Owner: Anderson- Realtor: Lawson

INTEREST – ISSUE EXERCISE GRIDINTEREST – ISSUE EXERCISE GRID

1. Anderson’s Self-interest 2. Issues that must be addressed if Anderson’s interest are to be satisfied.

3. Lawson’s self-interests 4. Issues that must be addressed if Lawson’s interests are to be satisfied.

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Conflict Concepts & Strategies

BATNA“Best Alternative to a Negotiated Agreement”

ZOPA Myopia“Zone of Possible Agreement” (Overlap between most willing to offer and least

willing to accept)

LOGROLLING“Making mutually beneficial trade-offs between/among issues.”

WIN – WIN“Negotiated outcome where both parties have reached

an agreement that cannot be mutually improved.”Source: Leigh Thompson (2008). The Truth About Negotiations. Upper Saddle River, NJ: FT Press.

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BATNA Big 5Do’s and Don’ts

1. Don’t reveal your BATNA, except . . .

2. Do research other’s BATNA.

3. Don’t engage in bidding wars, but . . .

4. Don’t lie about your BATNA.

5. Do signal that you have options.

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Negotiating with Difficult People

Step 1. Don’t ReactGo To The Balcony

Step 2. Disarm ThemStep To Their Side

Step 3. Change The GameDon’t Reject…Reframe

Step 4. Make It Easy To Say YesBuild Them A Golden Bridge

Step 5. Make It Hard To Say NoBring Them To Their Senses, Not Their

Knees

Source: William Ury (1995), Getting Past No, Bantam Books, New York.Walter H. Gmelch, Center for the Study of Academic Leadership, University of San Francisco.doc

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1. DON’T REACT:

Go To The Balcony

Keep Your Eyes on the Prize

Name the Game

Buy Time to Think

Don’t Get Mad, Don’t Get Even,

Get What You Want

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2. DISARM THEM:

Step To Their Side

Listen Actively

Acknowledge the Point

Agree Wherever You Can

Acknowledge the Person

Express Your Views – Without Provoking

Create a Favorable Climate for Negotiation

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3. CHANGE THE GAME:

Don’t Reject… Reframe

Ask Why

Ask Why Not

Ask What If

Ask for Your Opponent’s Advice

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4. MAKE IT EASY TO SAY YES:

Build Them A Golden Bridge

Involve Your Opponent

Satisfy Unmet Interests

Help Your Opponent Save Face

Go Slow to Go Fast

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5. MAKE IT HARD TO SAY NO:

Bring Them To Their Senses, Not Their Knees

Let Your Opponent Know the Consequences

Use Your BATNA, Defuse the Reaction

Keep Sharpening Your Opponent’s Choice

Forge a Lasting Agreement

Mutual Satisfaction, Not Victory

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Level 1 – Discussion: When Academics Agree to DisagreeLevel 1 – Discussion: When Academics Agree to Disagree

Level 2 -- Negotiation: Escalation of Disagreement to DisputeLevel 2 -- Negotiation: Escalation of Disagreement to Dispute

Level 3 -- Mediation: When Three Heads Are Better than TwoLevel 3 -- Mediation: When Three Heads Are Better than Two

Level 4 – Arbitration: Last Chance Before the Attorneys Take OverLevel 4 – Arbitration: Last Chance Before the Attorneys Take Over

Level 5 -- Litigation: Legal Recourse and ConformityLevel 5 -- Litigation: Legal Recourse and Conformity

Conflict ResolutionConflict ResolutionContinuumContinuum

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Contrasting Resolution Methods

Mediation Arbitration1. Explore cause & interests Address questions & issues

Disputants: Disputants:2. Don’t submit evidence Do submit evidence

3. Develop procedures Do not develop procedures

4. Participate in process Do not participate in d’mingprocess & outcomes

Walter H. Gmelch, Center for Academic Leadership, University of San Francisco

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Contrasting Resolution Methods (Cont.)

Mediator Arbitrator5. Has private meetings No private meetings

6. No authority to render Authority & obligations

7. Agreed settlement “Final and binding”

8. Mutual Gain “Right and wrong”

Both MethodsVoluntaryImpartial

Mediation or arbitration selected by disputants

Walter H. Gmelch, Center for Academic Leadership, University of San Francisco

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ConfrontationStrategies

1. Set the stage – get faculty close.

2. Leave your biases at the door.

3. Act as mediator of the meeting.

4. Establish ground rules.

5. Get the facts, nothing but the facts.

6. Clarify misunderstandings

7. Don’t reject, reframe and explore.

8. Do a reality check.

9. Be clear on consequences.

Walter H. Gmelch, Center for the Study of Academic Leadership. University of San Francisco