Conflict

Management Skills
Objectives

 Become more aware of your own

conflict styles
 Recognize the conflict styles of others
 Assess conflict situations
 Practice using different conflict modes
Conflict is…

 anysituation in which your

concerns or desires differ
from those of another
person
 We define conflict as “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.”
 This describes that point when an
interaction “crosses over” to become an
inter-party conflict.
 It encompasses the wide range of conflicts
that people experience in organizations.
Transitions in Conflict Thought
1. The traditional view of conflict argues that it must be
avoided—it indicates a malfunctioning with the group.

2. The human relations view argues that conflict is a

natural and inevitable outcome in any group and that it
need not be evil, but has the potential to be a positive
force in determining group performance.

3. The inter-actionist approach proposes that conflict can

be a positive force in a group but explicitly argues that
some conflict is absolutely necessary for a group to
perform effectively.

Functional vs. Dysfunctional Conflict
 1. Not all conflicts are good. Functional,
constructive forms of conflict support the goals of
the group and improve its performance. Conflicts
that hinder group performance are dysfunctional
or destructive forms of conflict.
 2. What differentiates functional from
dysfunctional conflict? You need to look at the
type of conflict.
 discussion, improving group performance.
Task conflict
 Task conflict relates to the content and
goals of the work. Low-to-moderate levels
of task conflict are functional and
consistently demonstrate a positive effect
on group performance because it
stimulates
Relationship conflict
Relationship conflict focuses on interpersonal
relationships.
These conflicts are almost always
dysfunctional.
 b. The friction and interpersonal hostilities
inherent in relationship conflicts increase
personality clashes and decrease mutual
understanding.
Process conflict
Process conflict relates to how the work gets
done.
a. Low-levels of process conflict are functional
and could enhance team performance.
b. For process conflict to be productive, it must
be kept low.
c. Intense arguments create uncertainty.
Causes of Conflict
 Data
 Different facts
 Unknown facts
 Different interpretation of the facts
 Interests
 Perceived or actual incompatible goals
Causes of Conflict (continued)

 Structure
 Organizational demands
 Decision-making
 Values
 Differences in perceptions or actual incompatible
belief systems
 Relationships
 Personal differences
Understanding the Conflict Modes
Assertiveness

Two basic aspects of all

conflict-handling modes

Cooperativeness

Your
Conflict = Skill + Situation
Mode
G
O
Competition Collaboration
(Win-Lose) (Win-Win)
A
L

O Compromise
R (50/50 Win-Lose)
I
E
N
Avoidance Accommodation
T
E
(Lose-Win)
D

RELATIONSHIP ORIENTED
 Styles of Conflict Management
Competing:
SHARK
Win/Lose
“Do it my way or not at all.”
Strategies:
 compete, control, outwit, coerce, fight

Prefers others who:

 Avoid or Accommodate

Impatient with dialogue, information gathering

Leadership Characteristics:
 authoritarian
 threatened by disagreement
 maintain status quo
 reacts to crisis
 power in position
 Conflict Styles
When to Use Which Style?
Competing:
Often Appropriate When
 an emergency looms
 you’re sure you’re right, and being right matters more than preserving
relationships
 the issue is trivial and others don’t really care what happens

Often Inappropriate When:

 collaboration has not yet been attempted
 cooperation from others is important
 used routinely for most issues
 self-respect of others is diminished needlessly
G
Competition Collaboration
O
(Win-Lose) (Win-Win)
A
L

O Compromise
R (50/50 Win-Lose)
I
E
N
T
Avoidance Accommodation
E
(Lose-Win)
D

RELATIONSHIP ORIENTED
 Styles of Conflict Management
Avoiding:
TURTLE
Lose/Lose
“Conflict? What Conflict?”
Strategies:
 flee, deny, ignore, withdraw, delay, wish, hope and pray

Prefers others who:

 Avoid

Refuses to dialogue or gather information

Leadership Characteristics:
 passive, timid
 inclined to moralize
 aims to weather the storm
 discussions and group life seem chaotic, unfocused
 Conflict Styles
When to Use Which Style?
Avoiding:
Often Appropriate When
 the issue is trivial
 the relationship is insignificant
 time is short and a decision not necessary
 you have little power but still wish to block the other person

Often Inappropriate When:

 you care about both the relationship and the issues involved
 used habitually for most issues
 negative feelings may linger
 others would benefit from caring confrontation
G
Competition Collaboration
O
(Win-Lose) (Win-Win)
A
L

O Compromise
R (50/50 Win-Lose)
I
E
N
T
Avoidance Accommodation
E
(Lose-Win)
D

RELATIONSHIP ORIENTED
 Styles of Conflict Management
Accommodating:
TEDDY BEAR
Lose/Win
“Whatever you say.”
Strategies:
 agree, appease, flatter

Prefers others who:

 Force

Refuses to dialogue or gather information

Leadership Characteristics:
 ineffective in groups
 wishy-washy, easily swayed
 needs to please all
 discussions drift
 Conflict Styles
When to Use Which Style?
Accommodating:
Often Appropriate When
 you really don’t care about the issue
 you’re powerless but have no wish to block the other person
 when you realize you are wrong

Often Inappropriate When:

 you are likely to harbor resentment
 used habitually in order to gain acceptance (Outcome: depression and lack of
self-respect)
 When others wish to collaborate and will feel like enforcers if you
accommodate
G
Competition Collaboration
O
(Win-Lose) (Win-Win)
A
L

O Compromise
R (50/50 Win-Lose)
I
E
N
Avoidance Accommodation
T
E
(Lose-Win)
D

RELATIONSHIP ORIENTED
 Styles of Conflict Management
Compromising:
FOX
Win some/Lose some
“I’ll back off if you do the same.”
Strategies:
 bargain, split the difference, cajole, reduce expectations, a little something for
everyone
Prefers others who:
 Compromise or Accommodate

Tolerates exchange of views but finds this uncomfortable

Leadership Characteristics:
 cautious but open
 urges others not to be too outspoken
 Conflict Styles
When to Use Which Style?
Compromising:
Often Appropriate When
 cooperation is important but time or resources are limited
 when finding some solution, even less than the best, is better than a complete
stalemate
 when efforts to collaborate will be misunderstood as forcing

Often Inappropriate When:

 finding the most creative solutions possible is essential
 when you can’t live with the consequences
G
O
Competition Collaboration
(Win-Lose) (Win-Win)
A
L

O Compromise
R (50/50 Win-Lose)
I
E
N
Avoidance Accommodation
T
E
(Lose-Win)
D

RELATIONSHIP ORIENTED
 Styles of Conflict Management
Collaborating:
OWL
Win/Win
“My preference is…What’s your choice?”
Strategies:
 gather information, look for alternatives, dialogue openly, welcome
disagreement
Prefers others who:
 Collaborate or Compromise

Focuses on information gathering

Leadership Characteristics:
 big on process, dialogue
 energized by controversy
 open to change, growth
 examines all options
planning, discussion to prevent crisis
power in skill, trust, gifts
quick to delegate
 Conflict Styles
When to Use Which Style?
Collaborating:
Often Appropriate When
 the issues and relationship are both significant
 cooperation is important
 a creative end is important
 reasonable hope exists to address all concerns

Often Inappropriate When:

 time is short
 the issues are unimportant
 you’re over-loaded
 the goals of the other person certainly are wrong
Suggestions for Engaging in Positive
Conflict Resolution
 Only confront conflict with someone if you
have the time and are willing to commit to
dealing with the issues
 Arrange for a convenient time and place
 Have a plan
 Analyze your perspective
 Prepare your opening remarks
Suggestions for Engaging in Positive
Conflict Resolution (continued)

 Focus on the issue at hand and NOT the

person
 Keep comments on point
 If appropriate, describe your feelings in
order to convey the importance of the issue
to you
 Clarify what behaviors made you feel certain
ways
Suggestions for Engaging in Positive
Conflict Resolution (continued)

 Avoid threats, accusations, and loaded

words
 Watch your “body language”
 If appropriate, follow-up after a resolution
has been reached
“Conflict … is neither good or
bad, but simply an integral part
of life, necessary for growth
and change …”

Maire A. Dugan, “A Nested Theory of Conflict.” A

Leadership Journal: Women in Leadership –
Sharing a Vision. Volume 1, 1996, 12.