12.2004. Conflict.ok

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Group Dynamics and Group Process: Conflict

Session12

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Why study this?

Conflict is essential! Without conflict, an organization will stagnate and die.

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Why study this?

Managers spend a LOT of time handling conflict.

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Why study this?

.

Fully effective organizationalmembers must be competent

communicators in conflict.

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What is Conflict?

Process that occurs when individuals, small groups, organizations

perceive or experience frustration in attaining goals and concerns.

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Contexts: Conflicts Occur Everywhere!

Interpersonal (Two Assistants)Small group (villagers vs power plant )Intergroup (opposition vs government )Org. vs public good (pollution, corruption,greed)

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Groups in Organizational Conflict

Individuals in group conflicts:Conflicts may arise because of – individual behavior ( SELF CENTERED ROLES)– diversity– teamwork vs. merit salary increases

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Individual in Organizational Conflict:

Conflict causes emotional responses and triggers bodily responsesBeing “rational” and “logical” during real conflict is impossible.Fact: emotion is part of organizational life. How does your organization handle displays of anger? Crying? What are the “rules”?

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Individual in Organizational Conflict:

Emotion is part of organizational life. How does an organization handle displays of anger? Crying? What are the “rules”?

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Procedural Conflicts: Ways of doing things– how to organize– how to make decisions

• majority rule• consensus• forcing opinion others ok?

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Interpersonal Issues: how to handle:– members who don’t perform– clashes between members seeking influence and

control– taking sides

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Substantive Issues: Very PRODUCTIVE! healthy conflict to choose the best way of establishing

• new ways of doing things• new processes• new products• searching for excellence, the competitive

edge

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Absence of conflict could indicate presence of Groupthink: early decision can mean DANGER!– did the group members stop thinking critically?

• Why did they too quickly adopt proposed solutions? (THE ABILENE PARADOX)

• MANAGING AGREEMENT is just as important as managing DISAGREEMENT!

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Strategies for Managing Conflict

What are you?

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Orientations/Predispositions/Styles

What is your conflict style?First choice

Second choice

Third choice

Fourth choice

Fifth choice

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Conflict style: Avoidance

You don’t think conflict is a positive solution to problems. Conflict makes you uncomfortable or fearful. Only suitable if conflict concerns something trivial (eg. at law firm: what NY card to send)

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Conflict style: Avoidance

You don’t think conflict is a positive solution to problems. Conflict makes you uncomfortable or fearful. Only suitable if conflict concerns something trivial (eg. at law firm: what NY card to send)

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Conflict style: Forcing/Domination (Competition)

You put “ME FIRST” and conflicts are “win-lose” situations.This style can be abusive, or exactly what is needed when a group is deadlocked. A competitor is willing to make a decision and be held responsible for it. Good for the organization only if the competitor is right and has the best information. Bad if the other side was right!

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Conflict style: Forcing/Domination (Competition)

You put “ME FIRST” and conflicts are “win-lose” situations.This style can be abusive, or exactly what is needed when a group is deadlocked. A competitor is willing to make a decision and be held responsible for it. Good for the organization only if the competitor is right and has the best information. Bad if the other side was right!

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Conflict style: Compromise

You balance people concerns and task concernsYou have a “give and take” attitude You want all parties to minimize losses while establishing some gains (both win some/lose some)NOT APPROPRIATE if used as convenient and comfortable way out of conflict

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Conflict style: Compromise

You balance people concerns and task concernsYou have a “give and take” attitude You want all parties to minimize losses while establishing some gains (both win some/lose some)NOT APPROPRIATE if used as convenient and comfortable way out of conflict

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Conflict style: Accommodation

You will sacrifice your personal goals in order to maintain relationships (I lose, you win)What are you contributing to the group? Support of others? You are abandoning the important role of providing input! OK if issue is not important to you.

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Conflict style: Accommodation

You will sacrifice your personal goals in order to maintain relationships (I lose, you win)What are you contributing to the group? Support of others? You are abandoning the important role of providing input! OK if issue is not important to you.

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Conflict style: Collaboration

The “Ideal” approach? You are trying to maximize both task and relationship concerns but you can’t do it alone! (I win, you win!)Difficult to use as a strategic objective in conflict because all the other parties must also be collaborative and you must all have access to enough information .

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Conflict style: Collaboration

The “Ideal” approach? You are trying to maximize both task and relationship concerns but you can’t do it alone! (I win, you win!)Difficult to use as a strategic objective in conflict because all the other parties must also be collaborative and you must all have access to enough information .

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What is your conflict style?

Second form

First choice

Second choice

Third choice

Fourth choice

Fifth choice

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What is your conflict strategy?First choice

Second choice

Third choice

Fourth choice

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Individual in Organizational Conflict: Strategic Objectives & Tactics

Conflict EscalationConflict AvoidanceConflict MaintenanceConflict Reduction

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Strategic Objectives & Tactics: Conflict Escalation

Use evaluative labels (“name calling”): – “you are sloppy and unprofessional!”

Expand conflict to related or past problems: – “you wouldn’t help us before either!”

Form alliances to overpower: – “every member of the department thinks you are

wrong!”

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Strategic Objectives & Tactics: Conflict Escalation cont’d.

Make threats: – “You better get it done on time or else….”

Limit choices: – “I will work with Lek or Noi but not Nit”

Break old agreements: – “I know I said I wouldn’t go to the boss but…..”

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Strategic Objectives & Tactics: Conflict Avoidance

Delay– “Let’s talk about it later when you have calmed

down.”

Hide behind the rules– “You must file a report and send it through proper

channels.”

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Strategic Objectives & Tactics: Conflict Avoidance cont’d.

Deny anything is wrong– “No, I am not angry with you. You have no reason to

think I am!”

Fog the issue (accept/ignore part of issue only)– “I know you need more staff but your existing group

is so good they can work harder for now.”

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Strategic Objectives & Tactics: Conflict Maintenance

Describe gains/losses for all– “Let’s get to work. We will all get blamed if this is

late.”

Agree to long term rules– “I will continue to support you at Board meetings but

I want you to know I disagree on this issue.”

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Strategic Objectives & Tactics: Conflict Maintenance cont’d.

Combine Escalation & Reduction tactics– “I think you have been really unfair but maybe I don’t

have all the facts.”

Propose areas of agreement/compromise– This is our budget and we can see now that we won’t

get anymore funding. So I will cut my travel costs if you can cut your secretarial OT”

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Strategic Objectives & Tactics: Conflict Reduction

Identify manageable issues to approach first– “Changing the entire computer system is too big--

let’s consider training first, purchasing and installation.”

Describe behaviors/outcomes to avoid– “We shouldn’t attack him or remind him that this is

the second time this happened.”

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Strategic Objectives & Tactics: Conflict Reduction cont’d.

Show concern for facts/feelings– “I am concerned that you will have to redo this report

although you have worked hard on it but I am concerned that so much wrong information was included.”

Offer compromise from original position – “Perhaps I was wrong when I turned down your

request. I will reconsider the staffing issue.”

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Productively Engaging in Conflict

Conflict can be productive: – it is a stimulus for creativity– it can help us analyze goals and find effective

ways to reach them– it can strengthen relationships in the long term

by looking at underlying problems instead of ignoring them

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Ethical vs Not Ethical Communication Behavior If we feel safe, we can be open to suggestions and view pointscreativity will be stimulated!! We will seek best solutions from many alternatives!!

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Ethical: Stays with issue,

reasonable, logical arguments, openmindedNot Ethical:

has hidden agendas, arguments that discount and devalue others, “win at all costs”

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Guidelines for Productive Conflict

1. Monitor behavior for signs of destructive conflict2. Identify common goals and interests between

people or groups3. Develop norms to work on problems4. Focus on mutual gains

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Avoidance Behavior: Don’t…

decrease commitment to solving problemsquickly accept a suggested solutionavoid raising controversial aspects stop listeningstays on “safe” topicsbe satisfied with little new information overlook plans for implementing solutionsallow evidence to go unchallenged

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Escalation Behavior: Don’t…

Argue over trivial mattersSpend too much time on one topicuse threatsUse hostile wordsUse sarcastic behavior to relieve tension

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Identify Common Goals and Interests

Let people or groups know what goals and interests they share.Realize that disagreements about ways to implement goals are legitimate and good--once the goals are fixed.Prevent “people conflict” problems from resulting in poor organizational decisions.

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Develop Norms to Work on Problems

everyone is responsible to help others to present their individual opinionsavoid “win/lose” statementsdon’t suppress differences by using voting, averagingavoid quick solutionsdecide only after hearing many alternativessupport differences of opinions and diversity

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Focus on Mutual Gains

identify what everybody has to gain by solving the problemthink creatively in terms of mutual gain – “we can both win” not – “we win, you lose”

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Format for Productive Conflict

When conflict arises: set a meeting with all parties in neutral locationsend out agenda in advance so there are no surprisesprovide supportive atmosphere for free exchange of ideasallow adequate time for discussion

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Define the problem to make sure everybody has the same understanding.Use self disclosure and active questioning to find basic problem rather than surface issue.Develop solutions with all participants contributing to get a broad commitment

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Narrowing choices for action – participants should select options to which they can

commit and which will solve the problemCommitting to Solutions– Who is going to do what in what time frame? How will

solution be evaluated? Are we clear as to what the solution will/will not do?

Monitoring– Follow up to build accountability to problem

12.2004. Conflict.ok

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