Conflict ManagementConflict Management

Dr. Monika RenardDr. Monika RenardAssociate Professor, Associate Professor,

ManagementManagementCollege of BusinessCollege of Business

ConflictConflict ““A perceived A perceived

difference between difference between two or more parties two or more parties that results in that results in opposition.”opposition.”

ConflictConflict ““A perceived A perceived

difference between difference between two or more parties two or more parties that results in that results in opposition.”opposition.”

Causes of ConflictCauses of ConflictScarce Scarce ResourcesResources

Goal incompat- . ability

Poorly designed reward system

Task Task inter-inter-dependencedependence

Communicationfailures

Individualdifferences

Lack of peacemaking skills

Value differences

Understanding Conflict—Understanding Conflict—Destructive Effects Destructive Effects

What do you think of when you hear the term What do you think of when you hear the term “conflict?”“conflict?”

How can conflict be destructive?How can conflict be destructive?– Competitive processesCompetitive processes Blurred issuesBlurred issues– Misperception and biasMisperception and bias Rigid commitments Rigid commitments

– Decreased communicationDecreased communication EmotionalityEmotionality

– Magnified differences, minimized similaritiesMagnified differences, minimized similarities

Benefits of ConflictBenefits of Conflict How can conflict be constructive?How can conflict be constructive?

– Aware of problemsAware of problems --Personal development--Personal development– Org’l changeOrg’l change --Psychological development--Psychological development– Strengthens relationshipsStrengthens relationships --Stimulating and fun--Stimulating and fun– Awareness of self and othersAwareness of self and others

What can be learned from conflict What can be learned from conflict handled constructively?handled constructively?

Conflict and Group Conflict and Group PerformancePerformance

Performance

Level of Conflict

•Effects of conflict on group performance•Some conflict is beneficial

Conflict Handling StylesConflict Handling Styles

CompromisingConcern for Other

Concern for SelfHi

HiHi

Low

Avoiding

CollaboratingCollaboratingAccommodating

Competing

AvoidingAvoiding Ignoring or suppressing Ignoring or suppressing

conflict in the hope that conflict in the hope that it will go away or not it will go away or not become too disruptivebecome too disruptive

Trivial, no choice, too Trivial, no choice, too much disruption, cool much disruption, cool down, gather down, gather information, others can information, others can resolve.resolve.

AccommodatingAccommodating Focusing on allowing Focusing on allowing

the desires of the the desires of the other party to other party to prevailprevail

You are wrong, You are wrong, issues are important issues are important to others, social to others, social credits, minimize credits, minimize losses, harmony.losses, harmony.

CompetingCompeting Attempting to win at Attempting to win at

the other party’s the other party’s expense. Win-loseexpense. Win-lose

Quick action vital, Quick action vital, unpopular actions, unpopular actions, vital to welfare, vital to welfare, against those who against those who take advantage of take advantage of noncompetitive noncompetitive behavior.behavior.

CompromisingCompromising Having each party give up Having each party give up

some desired outcomes to some desired outcomes to get other desired get other desired outcomes. Win some, lose outcomes. Win some, lose some.some.

Not worth the extra effort, Not worth the extra effort, mutually exclusive goals, mutually exclusive goals, temporary settlements, temporary settlements, expedient solutions under expedient solutions under time pressure, backup to time pressure, backup to competing or collaborating.competing or collaborating.

CollaboratingCollaborating Devising solutions that Devising solutions that

allow both parties to allow both parties to achieve their desired achieve their desired outcomes Both win at outcomes Both win at least their major least their major issues.issues.

Finding integrative Finding integrative solution, merge solution, merge insights, gain insights, gain commitment, work commitment, work through feelings.through feelings.

Win-Win

Ugli Orange CaseUgli Orange Case I am Mr. Cardoza. I will auction off all my Ugli I am Mr. Cardoza. I will auction off all my Ugli

oranges (in one lot) to the highest bidder in this oranges (in one lot) to the highest bidder in this room. room. – I will NOT accept less than $250,000 for the oranges.I will NOT accept less than $250,000 for the oranges.

Meet with the other firm’s representative and Meet with the other firm’s representative and decide on a course of action. Then pick a decide on a course of action. Then pick a spokesperson who will tell me: spokesperson who will tell me: – What do you plan to do?What do you plan to do?– If you want to buy the oranges, what price will you If you want to buy the oranges, what price will you

offer?offer?– To whom (one person) and how shall I deliver the To whom (one person) and how shall I deliver the

oranges?oranges?

Discussion and Discussion and ConclusionsConclusions

What conflict management style did you use? What conflict management style did you use? – Competitive, Compromising, Accommodating, Competitive, Compromising, Accommodating,

Avoiding, Collaborating?Avoiding, Collaborating? Was there full disclosure? How much info shared?Was there full disclosure? How much info shared? Did the parties trust one another? Why?Did the parties trust one another? Why?

– What is the relationship between trust and disclosure What is the relationship between trust and disclosure of info?of info?

How creative and/or complex were the solutions? How creative and/or complex were the solutions? If very complex, why?If very complex, why?– How does mistrust affect the creativity or complexity How does mistrust affect the creativity or complexity

of bargaining agreements?of bargaining agreements?

Ways to Manage ConflictWays to Manage Conflict Understand ConflictUnderstand Conflict

– Positive and negativePositive and negative Use Correct Conflict Use Correct Conflict

Management StylesManagement Styles– Avoid, Accommodate, Avoid, Accommodate,

Compete, Compromise, Compete, Compromise, CollaborateCollaborate

Improve Improve CommunicationCommunication– Listen WellListen Well– Speak ClearlySpeak Clearly

Understand Individual Understand Individual DifferencesDifferences– Men and Women, Men and Women,

EthnicityEthnicity– PersonalityPersonality

Avoid BiasesAvoid Biases– Cognitive biases, Cognitive biases,

framingframing Use NegotiationUse Negotiation

– Win-win (integrative)Win-win (integrative)– Win-lose (distributive)Win-lose (distributive)

Use MediationUse Mediation

Escalating ConflictEscalating Conflict Other people become involved and take sidesOther people become involved and take sides One or both parties feel threatenedOne or both parties feel threatened No interest in maintaining the relationshipNo interest in maintaining the relationship A history of unproductive, negative conflict.A history of unproductive, negative conflict. An increase in indirect expression of anger, fear, or frustration.An increase in indirect expression of anger, fear, or frustration. Important needs not acknowledged/met.Important needs not acknowledged/met. Lack of skills necessary Lack of skills necessary

for peacemaking.for peacemaking.

De-Escalating ConflictDe-Escalating Conflict Parties focus on the problem, not each other.Parties focus on the problem, not each other. Anger, fear, frustration expressed directly, Anger, fear, frustration expressed directly,

rather than indirectly.rather than indirectly. Threats are reduced or eliminated.Threats are reduced or eliminated. Parties have cooperated well prior to the Parties have cooperated well prior to the

dispute.dispute. Needs are openly discussed.Needs are openly discussed. Parties are able to use theirParties are able to use their

peacemaking skills.peacemaking skills.

Reducing and Resolving Reducing and Resolving Conflict Conflict

Improve communicationImprove communication Understand individual Understand individual

differencesdifferences Use negotiationUse negotiation Use mediation or Use mediation or

arbitrationarbitration

Change Situational FactorsChange Situational Factors Physical arrangementPhysical arrangement Resources: more, Resources: more,

reassignedreassigned Task cooperation Task cooperation

neededneeded Super-ordinate goalsSuper-ordinate goals Folly of rewarding A Folly of rewarding A

while hoping for Bwhile hoping for B