Conflict Management Chapter 4

7/31/2019 Conflict Management Chapter 4

1/16

CONFLICT MANAGEMENT

Conflict is when two or more values, perspectives and opinions are

contradictory in nature and haven't been aligned or agreed about yet,

including:

Within yourself when youre not living according to your values.

When your values and perspectives are threatened; or

Discomfort from fear of the unknown or from lack of fulfillment.


2/16

Conflict is often needed. It:

Helps to raise and address problems.

Energizes work to be on the most appropriate issues.

Helps people "be real", for example, it motivates them to participate.

Helps people learn how to recognize and benefit from their differences.


3/16

Intrapersonal

ConflictsIntergroup

InterpersonalSkills

Types of

Conflicts


4/16

Intrapersonal conflict Although most role conflict occurs when anemployees supervisor or peers send conflicting expectations to himor her , it is possible for intrapersonal role conflict to emerge fromwithin an individual as a result of competing roles taken.

Interpersonal Conflict Interpersonal conflicts are a seriousproblem to many people because they deeply affect a personsemotion. There is a need to protect ones self image and selfesteem. When self concept is threatened, serious upsets occur

and relationships deteriorate. Sources of interpersonal conflict Personal differences Everyone comes from a different background

hence disagreements stem out of these differences

Information deficiency This source of conflict occurs due tocommunication break down within the organisation. People inconflict may be using different information or that on or both are

misinformed. Role incompatibility This type of interpersonal conflicts draws

from both intrapersonal role conflict and intergroup conflict.


5/16

Intergroup Conflicts: Intergroup conflicts, for example,between different departments, also cause problems.Conflicts arise from such causes as different view

points, group loyalties, and competition for resources.Some conflict can be constructive, and this true atintergroup level. Intergroup conflicts arise from avariety of sources

Organizational Change People hold different viewsover the direction to go, the routes to take and theirlikely success, the xresources to be used and theprobable outcomes.

Personality Clashes Individual difference is

fundamental to organizational behavior. Not everyonethinks feels, looks, or acts alike.


6/16

Different set of values People also hold different beliefsand adhere to different value system. Their philosophiesmay diverge, or their ethical value may lead them in

different directions. Threats to status Status or social rank of a person in group

is very important to many individuals. When ones status isthreatened, face saving becomes a powerful driving forceas a person struggles to maintain desired image conflict

may arise between the defensive person and whoevercreated a threat to status.

Contrasting perceptions People perceive things differentlyas a result of their prior experiences and expectations.

Lack of Trust Every continuing relationship requires some

degree of trust the capacity to depend on each othersword and actions.


7/16

Resolution Strategies - Intentions help participants select their strategies.Once they have been chosen, the strategies implemented will have asubstantial impact on the outcomes reached (actual winning or losing).Awidely used typology suggests that there are at least four clearly differentstrategies and a combination one called compromising.

Avoiding Physical or mental withdrawal from the conflict. This approachreflects a low concern for either parties outcomes and often results in alose lose situation.

Smoothing / DefusionAccommodating the other partys interest. Theapproach places greatest emphasis on concern for others, usually to onesown detriment, resulting in a lose win outcome.

Forcing Using power tactics to achieve win. This strategy relies onaggressiveness and dominance to achieve personal goals at the expense ofthe concern for the other party. The likely result is a win lose situation.

Compromising Searching for middle ground or being willing to give upsomething in exchange for gaining something. This strategy has no clearcut outcome.

Confronting Facing the conflict directly and working it through to amutually satisfactory resolution. Also known as problem solving orintegrating. The outcome is win win.


8/16

Negotiation Style of Conflict Management

Definition A decision making process amonginterdependent parties who do not share

identical preferences. It is through negotiationsthat the parties decide what each will give andtake in their relationship.

The negotiation mode of conflict resolution is themost mature of the approach styles mode.Negotiation involves continuous interaction anddialogue between groups in order to find a

solution with maximum advantage to both. Thenegotiation style for managing conflict can bedescribed in a number of steps:


9/16

UnfreezingTwo groups in conflict may be frozen into astereotype relationship.

Being OpenGroup members may be closed with each other andmay need to develop norms of voicing different point of view oralternatives without fear of repercussion.

Learning empathy Group members may see only their own pointof view, but can gain empathy for others by sharing their main

concerns, apprehensions, or goals. Searching for common Groups involved in conflict may be helped

to search for common goals or other areas of overlap by listing theirexpectations, apprehensions, perceptions, goals and so on.

Generating alternatives Once the groups are aware of others

perspectives, they can generate alternatives for solving some of theissues.

Responding to Alternatives After alternatives have beengenerated, members of both groups should study and respond tothem.


10/16

Searching for solutions A number of alternatives maybe explored in depth by small groups made up from

members of both large groups. Breaking the Deadlock Sometimes the conflicting

groups may be so emotionally involved that they cantmove towards a solution themselves.

Committing to the solution within the group Aftersolutions are generated by sub groups, the groups candebate and considers these solutions and make theircommitments to some of these. All doubts must beresolved or must be put aside at this point.

Committing the whole group The last phase ofconflict resolution is for both groups jointly to accept asolution and to make public commitment to implementit.


11/16

Types of Managerial Actions that Cause Workplace Conflicts

Poor communications

Employees experience continuing surprises, they aren't informed of

newdecisions, programs, etc.

Employees don't understand reasons for decisions, they aren'tinvolved indecision-making.

As a result, employees trust the "rumor mill" more than

management. The alignment or the amount of resources is insufficient. There is:

Disagreement about "who does what".

Stress from working with inadequate resources.

"Personal chemistry", including conflicting values or actions among

managers and employees, for example: Strong personal natures don't match.

We often don't like in others what we don't like in ourselves.


12/16

Leadership problems, including inconsistent, missing, too-strong oruninformed leadership (at any level in the organization), evidenced

by: Avoiding conflict, "passing the buck" with little follow-through on

decisions.

Employees see the same continued issues in the workplace.

Supervisors don't understand the jobs of their subordinates.

Key Managerial Actions / Structures to Minimize Conflicts

Regularly review job descriptions. Get your employee's input tothem. Write down and date job descriptions. Ensure:

Job roles don't conflict.

No tasks "fall in a crack". Intentionally build relationships with all subordinates.


13/16

Intentionally build relationships with all subordinates.

Meet at least once a month alone with them in office.

Ask about accomplishments, challenges and issues.

Get regular, written status reports and include: Accomplishments.

Currents issues and needs from management.

Plans for the upcoming period.

Conduct basic training about:

Interpersonal communications.

Conflict management.

Delegation.

Develop procedures for routine tasks and include the employees' input :

Have employees write procedures when possible and appropriate.

Get employees' review of the procedures.

Distribute the procedures. Train employees about the procedures.

Regularly hold management meetings, for example, every month, tocommunicate new initiatives and status of current programs.

Consider an anonymous suggestion box in which employees can providesuggestions.


14/16

Participation and Collaboration: Towards Conflict prevention

Preventing conflict is also an approach mode. Prevention means anticipating thepotential causes of conflict and taking quick action to turn them into positiveforces for better understanding and cooperation.

To Manage a Conflict within Yourself - "Core Process"

It's often in the trying that we find solace, not in getting the best solution. Thefollowing steps will help you in this regard:

Name the conflict, or identify the issue, including what you want that you aren'tgetting. Consider writing your thoughts down to come to a conclusion. Talk tosomeone, including asking them to help you summarize the conflict in 5 sentencesor less.

Get perspective by discussing the issue with your friend or by putting it down inwriting. Consider:a. How important is this issue?b. Does the issue seem worse because you're tired, angry at something else, etc.?c. What's your role in this issue?


15/16

Pick at least one thing you can do about the conflict.a. Identify at least three courses of action.b. For each course, write at least three pros and cons.c. Select an action - if there is no clear course of action, pick the

alternative that will not hurt, or be least hurtful, to yourself and others.d. Briefly discuss that course of action with a friend.

Then do something. Wait at least a day before you do anything about theconflict. This gives you cooling off period, and then take an action. Have inyour own mind, a date when you will act again if you see no clearimprovement.

To Manage a Conflict with Another - "Core Process" Know what you don't like about yourself, early on in your career. We often

don't like in others what we don't want to see in ourselves.a. Write down 5 traits that really bug you when see them in others.b. Be aware that these traits are your "hot buttons".

Manage yourself. If you and/or the other person are getting heated up,then manage yourself to stay calm bya. Speaking to the person as if the other person is not heated up - this canbe veryeffective!b. Avoid use of the word "you" - this avoids blaming.c. Nod your head to assure them you heard them.d. Maintain eye contact with them.


16/16

Move the discussion to a private area, if

possible.

Give the other person time to vent. Dont

interrupt them or judge what they are saying.

Conflict Management Chapter 4

Documents

Transcript of Conflict Management Chapter 4