Management Principles Craig W. Fontaine, Ph.D. Conflict Management.

Management Principles

Craig W. Fontaine, Ph.D.

Conflict Management

What is Conflict?

Webster’s Definition: “ Competitive or opposing action of incompatibles; antagonistic state or action (such as divergent ideas, interests, or persons).”

Workplace Definition:

Conflict is a situation in which eachConflict is a situation in which eachparty seeks a position (end result)party seeks a position (end result)perceived to be incompatible with the perceived to be incompatible with the wishes of the other.wishes of the other.

Organizational Conflict

• Organizational Conflict

– The discord that arises when goals, interests or values of different individuals or groups are incompatible and those people block or thwart each other’s efforts to achieve their objectives.

– Conflict is inevitable given the wide range of goals for the different stakeholder in the organization.

• Lack of conflict signals that management emphasizes conformity and stifles innovation.

• Conflict is good for organizational performance although excessive conflict causes managers to spend too much time achieving their own ends.

The Effect of Conflict on Organization Performance

Sources of Conflict

Types of Conflict

• Interpersonal Conflict

• Conflict between individuals

• Intragroup Conflict

• Conflict within a group or team.

• Intergroup Conflict

• Conflict between two or more teams or groups.• Interorganizational Conflict

• Conflict that arises across organizations.

• Perceptions play a major role in conflicts. People can perceive conflict along several dimensions:

• Relationship/Task • Emotional/Intellectual• Cooperate/Win

or is it….• Public versus private• Formal versus informal• Rational versus non-rational

Conflict Management

Stage of Conflict:

• Latent Conflict - Conditions are “ripe”• Perceived Conflict - First differences voiced• Felt Conflict – Parties feel it – anxious/stress• Manifest Conflict – Open conflict!• Conflict aftermath – Conflict over

Conflict Management

• •

•

• •

High High AssertivenessAssertiveness

Con

cern

for

C

once

rn f

or S

elf

Sel

f

Low Low

AssertivenessAssertiveness

Low CooperationLow Cooperation High CooperationHigh Cooperation

Concern for Concern for OthersOthers

Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial

and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.

CONFLICT MANAGEMENTCONFLICT MANAGEMENT

• Competition


Con

cern

for

C

once

rn f

or S

elf

Sel

f

Low Low






COMPETINGCOMPETING

Conflict Styles and Strategies

• Competing –

“My way or the highway.”

• Control• Outwit• Coerce• Fight

Competing“My Way or the highway.”

When Appropriate:

• An emergency is looming.

• The issue is trivial and others don’t care what happens.

• You’re certain you’re right.

• Policy ruling is needed

When Inappropriate:

• When it is important to get cooperation from others.

• When the self respect of others is diminished.

• When used to an excess.

• When individual legal rights are not protected

• Competition

• Accommodation


Con

cern

for

C

once

rn f

or S

elf

Sel

f

Low Low






ACCOMODATINGACCOMODATING

Accommodating

Accommodating-“Whatever you say is okay

with me.”

• Agreeing• Appeasing• Flattering

Accommodating“Whatever You Say is Okay With Me.”

When Appropriate:• When the issue is not

important to you.

• You realize you are wrong.

• You want to respond to the desires of another.

When Inappropriate:• When you are likely to resent

the outcome later.

• When used to gain acceptance.

• Competition

• Avoiding • Accommodation


Con

cern

for

C

once

rn f

or S

elf

Sel

f

Low Low






AVOIDINGAVOIDING

Avoiding

• Avoiding-“Conflict, What Conflict?”

• Denial• Ignoring • Withdrawing

Avoiding“Conflict, what conflict?”

When Appropriate:• Passage of time might help• Hostile environment- emotions are high• When issue is trivial• You are powerless or have little

power, but want to block the other person

• Short time and a decision is not necessary

• Relationship is insignificant

When Inappropriate:

• You care about the issue. • Negative feelings may linger

(you care about the relationship).

• When a decision needs to be made

• Competition

• Compromise



Con

cern

for

C

once

rn f

or S

elf

Sel

f

Low Low






COMPROMISINGCOMPROMISING

Compromising

• Compromising – “Let’s split the

difference.”

• Bargaining• Reducing expectations• Provide a little for

everyone

Compromising“Let’s Split the Difference.”

When Appropriate:

• When finding some solution is better than a stalemate.

• When cooperation is important but time and/or resources are limited.

When Inappropriate:• When you cannot live

with the consequences.

• Finding the most creative solution is essential.

• Competition • Collaboration

• Compromise



Con

cern

for

C

once

rn f

or S

elf

Sel

f

Low Low






COLLABORATINGCOLLABORATING

Collaborating

• Gather information• Look for alternatives• Discussion and

disagreement is okay.

Collaborating – “How can we solve the

problem?”

Collaborating“How Can We Solve the Problem?”

When Appropriate:

• When both the issue and the relationship are significant.

• When there is a reasonable expectation of addressing all concerns and reaching a mutually acceptable agreement.

When Inappropriate:

• Time is short.

• The issues are not important.

• If either person is not negotiating in “good faith.”

• When individual legal rights are not protected

• Power imbalances exist

Resolution of a Conflict Occurs When:

The physical well-being of each party is maintained during

negotiations and in the resolution reached.

Feelings of self-worth of each party are maintained during

the negotiation process and in the resolution reached.

Each person respects or tolerates the other party as a person

person while understanding that this does not imply

approval of that party’s morals or values.

All relevant facts and available and technical information are

considered and used by the persons in reaching the resolution.

The resolution reached was chosen by each party even though

other options were available.

Conflict Management Strategies

• Functional Conflict Resolution

– Handling conflict by compromise or collaboration between parties.

• Compromise: each party is concerned about their goal accomplishment and is willing to engage in give-and-take exchange to reach a reasonable solution.

• Collaboration: parties try to handle the conflict without making concessions by coming up with a new way to resolve their differences that leaves them both better off.

– Managers also must address individual sources of conflict.

Conflict Management Strategies (cont’d)Strategies Focused on Individuals

Increasing awareness of the source of conflict

Can conflict source can be found and corrected?

Increasing diversity awareness and skills

Older workers may resent younger workers, or experience cultural differences.

Practicing job rotation or temporary assignments

Provides a good view of what others face.

Using permanent transfers and dismissals when necessary

Avoids problem interactions.

Conflict Management Strategies (cont’d)

Strategies Focused on The Whole Organization

Changing the structure of the organization

Shifting from a functional structure to a product structure as the organization increases in size.

Increasing the levels of integration in the organization

Using cross-functional teams to resolve conflicts between departments.

Changing the organization’s culture

Taking steps to change dysfunctional norms and values to reduce conflict and refocus the organization on effective goals.

Altering the source of the conflict

If conflict is due to overlapping authority, managers can fix the problem at the source.

Negotiation Strategies for Integrative Bargaining

Strategies

Emphasizing superordinate goals that both parties agree on.

Focusing on the problems and issues at hand, and not personalizing the negotiations.

Focusing on interests not demands by understanding why the other party wants a specific need satisfied in the negotiations.

Creating new options for joint gain by focusing on new interests to allow new ideas to come forth

Focusing on what is fair opens up room in the negotiations for both parties to come to a mutual agreement about the best solution to a problem.

Management Principles Craig W. Fontaine, Ph.D. Conflict Management.

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