Conflict Management

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Conflict Management. Dr. Monika Renard Associate Professor, Management College of Business. Conflict. “A perceived difference between two or more parties that results in opposition.”. Conflict. “A perceived difference between two or more parties that results in opposition.”. - PowerPoint PPT Presentation

Transcript of Conflict Management

  • Conflict ManagementDr. Monika RenardAssociate Professor, ManagementCollege of Business

  • ConflictA perceived difference between two or more parties that results in opposition.

  • ConflictA perceived difference between two or more parties that results in opposition.

  • Causes of ConflictScarce ResourcesGoal incompat- . abilityPoorly designed reward systemTask inter- dependenceCommunication failuresIndividual differencesLack of peacemaking skillsValue differences

  • Understanding ConflictDestructive Effects What do you think of when you hear the term conflict?How can conflict be destructive?Competitive processesBlurred issuesMisperception and biasRigid commitments Decreased communicationEmotionalityMagnified differences, minimized similarities

  • Benefits of ConflictHow can conflict be constructive?Aware of problems--Personal developmentOrgl change--Psychological developmentStrengthens relationships--Stimulating and funAwareness of self and othersWhat can be learned from conflict handled constructively?

  • Conflict and Group Performance

    PerformanceLevel of ConflictEffects of conflict on group performanceSome conflict is beneficial

  • Conflict Handling StylesCompromisingConcern for OtherConcern for SelfHiHiLowAvoidingCollaboratingAccommodatingCompeting

  • AvoidingIgnoring or suppressing conflict in the hope that it will go away or not become too disruptiveTrivial, no choice, too much disruption, cool down, gather information, others can resolve.

  • AccommodatingFocusing on allowing the desires of the other party to prevailYou are wrong, issues are important to others, social credits, minimize losses, harmony.

  • CompetingAttempting to win at the other partys expense. Win-loseQuick action vital, unpopular actions, vital to welfare, against those who take advantage of noncompetitive behavior.

  • CompromisingHaving each party give up some desired outcomes to get other desired outcomes. Win some, lose some.Not worth the extra effort, mutually exclusive goals, temporary settlements, expedient solutions under time pressure, backup to competing or collaborating.

  • CollaboratingDevising solutions that allow both parties to achieve their desired outcomes Both win at least their major issues.Finding integrative solution, merge insights, gain commitment, work through feelings.Win-Win

  • Ugli Orange CaseI am Mr. Cardoza. I will auction off all my Ugli oranges (in one lot) to the highest bidder in this room. I will NOT accept less than $250,000 for the oranges.Meet with the other firms representative and decide on a course of action. Then pick a spokesperson who will tell me: What do you plan to do?If you want to buy the oranges, what price will you offer?To whom (one person) and how shall I deliver the oranges?

  • Discussion and ConclusionsWhat conflict management style did you use? Competitive, Compromising, Accommodating, Avoiding, Collaborating?Was there full disclosure? How much info shared?Did the parties trust one another? Why?What is the relationship between trust and disclosure of info?How creative and/or complex were the solutions? If very complex, why?How does mistrust affect the creativity or complexity of bargaining agreements?

  • Ways to Manage ConflictUnderstand ConflictPositive and negativeUse Correct Conflict Management StylesAvoid, Accommodate, Compete, Compromise, CollaborateImprove CommunicationListen WellSpeak Clearly

    Understand Individual DifferencesMen and Women, EthnicityPersonalityAvoid BiasesCognitive biases, framingUse NegotiationWin-win (integrative)Win-lose (distributive)Use Mediation

  • Escalating ConflictOther people become involved and take sidesOne or both parties feel threatenedNo interest in maintaining the relationshipA history of unproductive, negative conflict.An increase in indirect expression of anger, fear, or frustration.Important needs not acknowledged/met.Lack of skills necessary for peacemaking.

  • De-Escalating ConflictParties focus on the problem, not each other.Anger, fear, frustration expressed directly, rather than indirectly.Threats are reduced or eliminated.Parties have cooperated well prior to the dispute.Needs are openly discussed.Parties are able to use their peacemaking skills.

  • Reducing and Resolving Conflict Improve communicationUnderstand individual differencesUse negotiationUse mediation or arbitration

  • Change Situational FactorsPhysical arrangementResources: more, reassignedTask cooperation neededSuper-ordinate goalsFolly of rewarding A while hoping for B