Understanding and Resolving Conflict

Mark SmallwoodBrigham Young University

Agenda• What is conflict?• What is conflict’s role in business?• Different views of conflict• Kinds of conflict• Stages of conflict resolution• Methods of conflict resolution• Group Exercise• Review

What is Conflict?A process that begins when one party

perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

A Few Questions

• Is conflict bad for business?

• What kind of conflict is seen in our business?

• Does this conflict help or hurt our performance?

Conflicts About Conflict’s Role

• Different Views– Traditional View– Human Relations View– Interactionist View

Different Views

• Traditional View– Conflict is bad!– Same as violence, destruction, irrationality

Different Views

• Human Relations View– It’s going to happen, so cope with it!

Different Views

• Interactionist View– Functional conflict is good for business and

even encouraged– Functional vs. dysfunctional conflict

Kinds of Conflict• Task Conflict

– Low to moderate levels can be acceptable

• Process Conflict– Low levels can be acceptable

• Relationship Conflict– Almost always dysfunctional

The Conflict Process• Four Stages

– Potential opposition– Cognition and personalization– Behavior– Outcomes

The Conflict Process• Stage 1

– Potential Opposition• Factors are present that can lead to conflict

– Communication

– Structure

– Personal Variables

The Conflict Process• Stage 2

– Cognition and Personalization• Awareness of conditions in stage 1

• The conditions cause some sort of frustration

The Conflict Process• Stage 3

– Behavior• An action is done that frustrates another person’s

interests

• The conflict becomes known to the differing parties and to others

The Conflict Process• Stage 4

– Outcomes• Functional Outcomes

• Dysfunctional Outcomes

Conflict Resolution• Even in the interactionist view of conflict,

conflict can become dysfunctional.

• At this point, someone may need to step in and help resolve the conflict.

Methods for Resolving Conflict• Passive conflict resolution• Win-win• Structured problem solving• Confronting conflict• Choosing a winner• Selecting a better alternative• Preventing Conflict

Methods for Resolving Conflict• Passive conflict resolution

– Just ignore the conflict

• Win-win– Satisfy both side’s needs

Methods for Resolving Conflict• Structured problem solving

– Gather data about the problem– Have a third party observer analyze the data

and make an argument for one side– Mediation

• Confronting conflict– Listen the problem and help the parties resolve

it

Methods for Resolving Conflict• Choosing a winner

– Choose the winner, then deal with the negative feelings between the two parties

• Selecting a better alternative– Choose an idea neither of the parties considered

Methods for Resolving Conflict

• Preventing conflict– “Skilled leaders use different techniques to

create an environment that is relatively free of conflict…” (Foster)

Shea & Gould Law Firm• “At its peak, the firm had 350 lawyers and

played a leading role in New York politics, banking, real estate and sports”

• Closed its doors after not being able to resolve a conflict about the firms future

Let’s Try These Out!• Split up in groups of three people

• Choose a conflict that could be faced in this organization

• Discuss how it would be handled using each of the methods listed previously

Let’s Try These Out!• Describe your conflict

• What method would be best for handling your chosen situation?

• Would that method be best for all situations in this organization?

• What does everyone else think?

Summary• Conflict can be good for a business

• When it isn’t good, the conflict must be resolved

• Different methods exist to resolve conflict

• No one method is best for any conflict

BibliographyBacal, Robert. “Organizational Conflict - The Good, The Bad & The Ugly.”

http://conflict911.com/conflictarticles/orgconflict.htm.

Foster, S. Thomas. Managing Quality: An Integrative Approach. 2nd ed., Pearson Education, Inc., 2004. pp. 325-329.

Geyelin, Milo,  Felsenthal, Edward. “Irreconcilable differences force Shea & Gould closure”. Wall Street Journal. (Eastern edition). New York, N.Y.: Jan 31, 1994. pg. B1.

Robbins, Steven P. Essentials of Organizational Behavior. 8 th ed., Pearson Education, Inc., 2005. pp. 193-201.

Thomas, K.W. “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough, Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3, pp. 651-717.

Thomas, K.W., and R.H. Kilmann. Thomas-Kilmann Conflict Mode Instrument. Sterling Forest, NY: Xicom, Inc., 1974.