Understanding and Managing Conflict

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UNDERSTANDING AND MANAGINGCONFLICT

ROBERT ADATSI


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INTRODUCTION

Conflict is inevitable in working in group

Conflict is often seen as evil but can

actually be beneficial if well understood and

handled


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What is interpersonal conflict

We have a tendency to try to avoid conflict

However a difference of opinion is not

necessarily harmful. It can be beneficial

The problem is our understanding of conflict

and our ability to handle it objectively.


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What is interpersonal conflict

This is especially so with emotionally

charged conflict

Too much conflict can be a problem but so

can too little


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Beneficial side of conflict

Sparks creativity

Stimulates innovation

Encourages personal improvement


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Dysfunctional side of conflict

Conflicts simulated for or by self serving

interests

Petty personality conflicts

Arguments over things that cannot be

changed


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Dangers of too much Agreement

Members of a group can be so homogenousthat they are ill equipped to adapt to change

Members can become so complacent thatthey do not see the need to improve or

change

Group think of examples


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So .

Conflict is both inevitable and necessary in

effective organizations

The task of the effective manager is to

maintain an optimal level of conflict, while

keeping conflicts focused on productivepurposes


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So

You can become much more comfortable with

handling conflict by:

Understanding Causes of conflict

Understanding Variety of approaches for effectively

managing conflict

Gaining confidence through training in ones personal

skills for handling the tense emotionally charged

environment typical of many interpersonal conflicts


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Skills a manager needs

Diagnose the cause of conflict

Select the appropriate conflict managementtechnique

Settle interpersonal disputes in such a way

that the underlying problems are resolved

and the interpersonal relationships betweenthe parties to the dispute is not damaged


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Sources of conflict

Personal differences

Attitudes, values and needs. Shaped by socialization,

culture, education, traditions, life experiences etc

Focus of conflict is perceptions and expectations

Information deficiency

Use of different data sets, misinterpretation, non receipt of

information etc Focus of conflict is misinformation and misrepresentation


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Sources of conflict

Role incompatibility

People whose tasks are interdependent but whose roles are

incompatible e.g. the social scientist and the basic scienceresearcher all examining aspects of malaria vaccines

Focus of conflict is goals and responsibilities

Environmental stress

Austere budgets, Organizational Uncertainty etc Focus of conflict is resource scarcity and uncertainty


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Conflict response alternatives

Distributive solutions Forcing

Accommodating Avoiding

Compromising

Integrative solutions Collaborating

Summary of the approach, objective, your postureand likely outcome for each alternative from Whettenet al 1996


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Forcing

Objective Get your way

Your posture I know what is right. Dont question my judgment or

authority

Supporting rationale It is better to risk causing a few hard feelings than to

abandon the issue

Likely outcome You feel vindicated but the other party feels defeated and

possibly humiliated


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Compromising

Objective Reach an agreement quickly

Your posture lets search for a solution we can both live with so we can

get on with our work

Supporting rationale Prolonged conflicts distract people from their work and

cause bitter feelings

Likely outcome Participants go for the expedient, rather than effective

solutions


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Accommodating

Objective Dont upset the other person

Your posture How can I help you feel good about this? My position isnt

so important that it is worth risking bad feelings between us

Supporting rationale Maintaining harmonious relationships should be our top

priority

Likely outcome The other person is likely to take advantage


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Collaborating

Objective

Solve the problem together

Your posture

This is my position, what is yours? Im committed to finding

the best possible solution. What do the facts suggest?

Supporting rationale

Each position is important though not necessarily equallyvalid. Emphasis should be placed on the quality of the

outcome and the fairness of the decision making process


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Collaborating

Likely outcome

The problem is most likely to be resolved. Alsoboth parties are committed to the solution and

satisfied that they have been fairly treated


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What strategy to use?

The strategy to use depends on the issue and the

circumstances

There is no one strategy that is always the best or

always possible

When issues and circumstances allow, collaboration

is generally the best approach. It produces fewest

negative side effects

Always explore the possibility for collaboration

before giving it up.


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Forcing

Conflict of values or perspectives is involved and you

feel compelled to defend the correct position

Superior subordinate relationship is involved

Maintain a close supportive or close personal

relationship is not seen as important or critical i.e.

you have not qualms about the possibility of loosing

a relationship

Sense of urgency


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Accommodating

Maintaining a good personal relationship

outweighs all other considerations May be the only option sometimes for

subordinates of powerful bosses

Issues are not vital to your interests

Problem must be resolved quickly


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Compromise

Complex issues of moderate importance where there

are no simple solutions

Both parties have a strong interest in different

aspects of the problem

Adequate time for negotiation

Compromise negotiations tend to work best between

partners with equal power who are committed to

maintaining a good long term relationship


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Avoidance

Ones stake on an issue is not high

No strong interpersonal reason for gettinginvolved

Severe time constraints and pressures that

limit your ability to apply compromise and

collaboration even though you would havepreferred that


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What to do?

Part of the skill of effective conflict management is

choosing the appropriate approach

If you use one or two approaches all the time

regardless of different and or changing

circumstances you are probably not an effective

conflict manager

Collaboration is good but requires time and effort onthe part of all parties (it takes two to tango)


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Resolving conflict by collaboration

Problem identification

Solution generation

Action plan formulation and agreement

Implementation and follow up


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Integrative Negotiation Strategy

(Collaboration)

Establish common goals

Separate the people from the problem Focus on interests not positions

Invent options for mutual gains

Use objective criteria Define success in terms of gains not losses


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Collaboration

Virtually every conflict has:

Initiator (one with the issue) Responder (one who needs to react for problem

solving)

Third party (mediator) comes in when the

initiator and respond are unable to resolvethe problem and it persists


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Initiator

Maintain personal ownership of the problem

Clearly describe your problem in terms ofbehaviors, consequences and feelings

Avoid drawing evaluative conclusions and

attributing motives to the respondent

Persist until understood

Encourage two way discussion


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Initiator

Manage the agenda: approach multiple or

complex problems incrementally

Focus on commonalities as the basis for

requesting a change


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The second party or the accused

Establish a climate for joint problem-solving

by showing genuine interest and concern

Agree with some aspect of the complaint

Ask for suggestions of acceptable

alternatives


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The Mediator

Acknowledge that a conflict exists andpropose a problem solving approach for

resolving it

Overall methodology What is the current position of the disputants

What is the current relationship between thedisputants

What is the nature of the problem

Manage the discussion to insure fairness


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Mediator

Overall methodology (contd)

Facilitate exploration of solutions rather than

judge responsibility for the problem

Explore options by focusing on interests, not

positions

Make sure that all parties fully understand andsupport the agreed solution and that follow up

procedures have been established

Understanding and Managing Conflict

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