CONFLICT 1CONFLICT 1While encouraging lively discussion, it can create While encouraging lively discussion, it can create

acrimony. acrimony.

Interpersonal conflict may come from a clash of opinion, Interpersonal conflict may come from a clash of opinion, of interpretation, or a dispute about the facts.of interpretation, or a dispute about the facts.

Different needs, objectives and Different needs, objectives and

valuesvalues

Perception of motives, words, Perception of motives, words, actionsactions

Different expectation of outcomesDifferent expectation of outcomes

Unwillingness to collaborate & Unwillingness to collaborate & compromisecompromise

OrganizationalConflict

IncompatibleIncompatible CulturesCultures

Scarce Scarce ResourcesResources

IncompatibleIncompatible Time HorizonsTime Horizons

Incompatible Incompatible GoalsGoals

StatusStatusInconsistencyInconsistency

OverlappingOverlapping AuthorityAuthority

InequitableInequitable RewardsRewards

Task Task DependencyDependency

CONFLICT 2CONFLICT 2Sources of organizational conflictSources of organizational conflict

CONFLICT 3CONFLICT 3Typical stages in a conflictTypical stages in a conflict

A problem emergesA problem emerges People take sidesPeople take sides Positions hardenPositions harden Communication breaks downCommunication breaks down Players invest in the conflictPlayers invest in the conflict Conflict spreads to a broader Conflict spreads to a broader

audienceaudience Perceptions become distortedPerceptions become distorted A crisis developsA crisis develops Solutions are vetoedSolutions are vetoed

CONFLICT 4CONFLICT 4Here are some simple techniques to resolve conflictHere are some simple techniques to resolve conflict

Personality clashes and disputes of Personality clashes and disputes of opinionopinion

Restate variables, facts, rules, criteriaRestate variables, facts, rules, criteria Remind team of areas of agreementRemind team of areas of agreement Relieve tension with humourRelieve tension with humour List & rank contentious items, tackle them List & rank contentious items, tackle them

1 by 11 by 1 Recess and resolve hostility informallyRecess and resolve hostility informally Divide into subgroups to resolve the Divide into subgroups to resolve the

problemproblem

CONFLICT 5CONFLICT 5 3 common approaches to conflict3 common approaches to conflict

AvoidAvoid No confrontationNo confrontation Ignore, pass over or deny problematic Ignore, pass over or deny problematic

issuesissues

AccommodateAccommodate Agreeable & non-assertiveAgreeable & non-assertive Cooperate at the expense of personal Cooperate at the expense of personal

goalsgoals

CompeteCompete Confront aggressivelyConfront aggressively Get your way whatever the costGet your way whatever the cost

CONFLICT 6CONFLICT 6 2 better ways to resolve conflict 2 better ways to resolve conflict

CompromiseCompromise All parties must achieve basic goalsAll parties must achieve basic goals Maintain good relationshipsMaintain good relationships Cooperate while remaining assertiveCooperate while remaining assertive

CollaborateCollaborate Recognize legitimate needs of the partiesRecognize legitimate needs of the parties Respect differencesRespect differences Promote mutual understanding & supportPromote mutual understanding & support

Cooperation

Low High

A

ssert

iven

ess

L

ow

H

igh

Compete Collaborate

Compromise

AccommodateAvoid

CONFLICT 7CONFLICT 7

COLLABORATOR

AVOIDER

COMPROMISER

COMPETER May see Accommodator as

• Nice Guy• Loser• Soft

ACCOMMODATORMay see Competer as

• Insensitive • Selfish• Mistrustful

CONFLICT 8CONFLICT 8Team members often stereotype other styles at their worst, framing them negatively in terms of their own

values

Competers

Advocate strong positions that have merit Value conviction, candor, courage, action, force

Collaborators

Seek win-win solutions

Value innovation, analysis, openness, learning, consensus, feedbackCompromisers

Provide balance

Value moderation, pragmatism, reciprocity, exchange, bargaining

Avoiders

Manage time costs

Value personal time & energy, prudence, agreement, neutrality

Accommodators

Build goodwill & cohesion

Value support, generosity, conformity, harmony & peace

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

CONFLICT 9CONFLICT 9Positive Intentions and Values of Conflict StylesPositive Intentions and Values of Conflict Styles

CONFLICT 10CONFLICT 10When each style is appropriateWhen each style is appropriate

CollaborateCollaborate Time & cost permit true resolution of the conflict AvoidAvoid Minor issue, low power, high cost of competing CompeteCompete Decisive or unpopular action is vital, you know you’re

right AccommodateAccommodate You’re outmatched or wrong, preserve harmony &

goodwill CompromiseCompromise Temporary settlement of complex issue, expedient

solution when time is limited, backup mode when competing fails

CONFLICT 11CONFLICT 11Management of Differences Inventory (MoDI)Management of Differences Inventory (MoDI)

MoDI test MoDI test

Gives an insight into how you handle Gives an insight into how you handle conflictconflict

9 Strategic styles for managing 9 Strategic styles for managing differencesdifferences

Tools to manage disagreementTools to manage disagreement Between individuals or groupsBetween individuals or groups Non judgemental labelsNon judgemental labels

UtilityUtility Reminds you of the range of possibilitiesReminds you of the range of possibilities Helps you target an appropriate styleHelps you target an appropriate style

CONFLICT 12CONFLICT 129 Strategic Styles 9 Strategic Styles

Highly Assertive

Style 3

Compete

Style 6

Bargain

Style 9

Collaborate

Moderately Assertive

Style 2

Persuade

Style 5

Compromise

Style 8

Empower

UnassertiveStyle 1

Avoid

Style 4

Engage

Style 7

Accommodate

Uncooperative

Moderately Cooperative

Highly Cooperative

CONFLICT 13CONFLICT 134 behavioral blocks to managing conflict 4 behavioral blocks to managing conflict

1. Rigid

Too committed, hard to give in

Don’t like changing my mind

Neglect others’ opinionsWon’t admit I’m wrong

2. Irresolute

Don’t interrupt othersTend to yield my positionOthers often neglect my viewsDon’t oppose team consensus

3. Intrusive

Tend to take chargeOver-defend my position My way is bestAlways want to get involved

4. Aloof

Avoid confrontationPrefer to delegate Stay calm, don’t show emotionPrefer logic to persuasion

CONFLICT 14CONFLICT 14Here is a 4 step method for dealing with conflict Here is a 4 step method for dealing with conflict

1. Diagnose

Clarify critical issuesIdentify stakeholdersAssess sources of

conflict

2. Plan

Recognise your stylesMinimise blocksPlan your strategy

4. Implement

Carry out the planEvaluate outcomesFollow up

3. Prepare

Problem-solvePractise

CONFLICT 15CONFLICT 154 strategic ground rules for managing conflict 4 strategic ground rules for managing conflict

When dealing with other stakeholders on a specific issue, When dealing with other stakeholders on a specific issue, assess the likelihood that your views, compared to assess the likelihood that your views, compared to

alternatives, willalternatives, will

Advance common goalsAdvance common goals

Be acceptable to other stakeholdersBe acceptable to other stakeholders

Provide a basis for timely actionProvide a basis for timely action

Yield greater benefits and entail Yield greater benefits and entail fewer costs fewer costs