Conflict Management

What is Conflict?
Conflict is when two or more values, perspectives and opinions are contradictory in nature and haven't been aligned or agreed about yet.

Conflict is often needed

Helps to raise and address problems. Energizes work to be on the most appropriate issues. Helps people "be real", for example, it motivates them to participate. Helps people learn how to recognize and benefit from their differences. Conflict is not the same as discomfort. The conflict isn't the problem - it is when conflict is poorly managed that is the problem

Conflict is a Problem
1. Hampers productivity. 2. Lowers morale.

3. Causes more and continued conflicts.

4. Causes inappropriate behaviors

Categories

Intrapersonal Conflict Interpersonal conflict Structural Conflict

Types of Intrapersonal Conflict

Goal conflict: Steams from the goals or two different aspects of the same goal of an individual. Role conflict: An incompatibility among the expectations that different people have from a person.

Interpersonal/ intergroup conflict

Task Related: Relationship related:

Structural Conflict

Hierarchy Functional orientation Claims for power, status, resources

Beginnings of Conflict

Poor communication Seeking power Dissatisfaction with management style Weak leadership Lack of openness Change in leadership

Stages of Conflict Development

Conflict Antecedent (scarcity of resources) Affective state: Stress, tension Cognitive State: Perception, awareness Conflict behaviour: Passive resistance, aggression

Causes of Conflict

Personal Differences Informational Deficiency Role Incompatibility/inappropriateness Environmental Stress Scarcity Uncertainty

VIEWS ON CONFLICTS

Dysfunctional/Destructive Conflict (Negative view) Functional/Constructive Conflict (Positive view) Balanced view

Conflict is Destructive when it:

Takes attention away from other important activities Undermines morale or self-concept Polarizes people and groups, reducing cooperation Increases or sharpens difference Leads to irresponsible and harmful behavior, such as fighting, name-calling

Conflict is constructive when it:

Results in clarification of important problems and issues Results in solutions to problems Involves people in resolving issues important to them Causes authentic communication Helps release emotion, anxiety, and stress Builds cooperation among people Joining in resolving the conflict Helps individuals develop understanding and skills

ORGANIZATION CONFLICT CHECKLIST

TOO MUCH CONFLICT:

Morale in the organization is poor Frequent absenteeism by members Members are distant and uncooperative Continuous anxiety

TOO LITTLE CONFLICT:

Members do only what they are told Creativity depends on directives Members appear dull without energy Conversation among members is polite, but not stimulating

JUST ENOUGH CONFLICT:

Moral is high Meetings have an open sharing of ideas Members are not fearful of one another Members are not afraid to ask about organization policies Members enjoy humorous kidding

Styles of handing interpersonal conflict

Avoiding Compromising Accommodation/Obliging/Smoothing Competing/Dominating Collaboration/Integrating

Conflict Management Styles

High

Accommodation/ Obliging

Integrating/ Collaboration

Concern for others

Compromising

Avoiding
Low Low Concern for self

Dominating

High

Avoiding

This style is typified by delegating controversial decisions, accepting default decisions, and not wanting to hurt anyones feelings. It can be appropriate when victory is impossible, when the controversy is trivial, or when someone else is in a better position to solve the problem. Someone using the avoiding conflict style shows little concern for both task and social relationships in groups.

AVOIDANCE STYLE

Example: Minor issues Inadequate facts and power Others can more effectively resolve the conflict

I dont have enough time I dont have enough facts Perhaps the best way is to proceed as you think best

Accommodating

This style indicates a willingness to meet the needs of others at the expense of the persons own needs. The accommodator often knows when to give in to others, but can be persuaded to surrender a position even when it is not warranted. Accommodation is appropriate when the issues matter more to the other party, when peace is more valuable than winning.

Accommodating/smoothing (1,9)

Accommodating style yields to the concerns and desires of others. Someone using this style shows a high concern for social relationships but low concern for task accomplishment.

SMOOTHING STYLE
Criticism: It encourages individuals to cover-up or gloss over their feelings

Example situations: 1. Emotional conflicts 2.Talented employees

If it makes others happy, I wont challenge their views. I dont want to hurt the feelings of others. We should not risk our friendship, so lets not worry too much about the problem, things will work out

Compromising (5,5)

People who prefer a compromising style try to find a solution that will at least partially satisfy everyone. Everyone is expected to give up something, and the compromiser him- or herself also expects to relinquish/ surrender something. Compromise is useful when the cost of conflict is higher than the cost of losing ground, when equal strength opponents are at a standstill and when there is a deadline looming.

Cont-

We give up something to get something. Someone using this style shows a moderate concern for both task and social relationships in groups. When an integrative solution cant be achieved, when a temporary settlement is the only feasible alternative or when the issues involved are not considered critical to the group, compromising can be useful.

COMPROMISE STYLE

Criticism: people may encourage compromise on stated issues rather than on real issues Example : 1.It is not possible to achieve a win-win agreement 2.When conflicts block important agreements

I let other people win something, if they let me win something I try to find out a position between theirs and mine

Competing/Forcing Style (9,1)

They usually operate from a position of power, drawn from things like position, rank, expertise, or persuasive ability. This style can be useful when there is an emergency and a decision needs to be make fast. Someone using a competing or forcing style shows high concern for task but low concern for relationships in groups.

Cont-

Someone using a competing or forcing style shows as a means of furthering personal more than group goals (Me-Not-WeOrientation) Making friends and developing a positive social climate are secondary and expendable.

Competing Style
Criticism: The subordinates interests are ignored. The conflict is not analyzed Example: 1.Inadequate time 2.Stopping people from taking advantage of him/her

If you dont like the way things are run get out If you cant learn to cooperate, I am sure others who will, can be hired

Collaborative (9,9)

People tending towards a collaborative style try to meet the needs of all people involved. These people can be highly assertive but unlike the competitor, they cooperate effectively and acknowledge that everyone is important. This style is useful when a you need to bring together a variety of viewpoints to get the best solution.

COLLABORATIVE STYLE

Criticism: It is not suitable when win-win situation is not possible Example The parties disagree over the best means to achieve the common goals When there is a need for high-quality decisions

I try to get all view points & issues out in the open Best alternatives must be arrived through analysing

Negotiation

Definition: A planned and structured process of communication in which 2 or more people with different goals exchange communication to produce a mutually desirable outcome.

Rules

Make sure that good relationships are the first priority: Keep people and problems separate Pay attention to the interests that are being presented. Listen first; talk second: Set out the Facts. Explore options together.

A Conflict Resolution Process

Set the problem Gather Information Agree the Problem Brainstorm Possible Solutions Negotiate a Solution

Leaders Role to resolve conflicts

Assure privacy Empathize than sympathize Listen actively Maintain equity Focus on issue, not on personality Avoid blame Identify key theme Re-state key theme frequently Encourage feedback

Cont-

Encourage two-way interaction Dont dump all your issues at once. Proceed from simple to complex, easy to hard. Taking initiative Open participation Identify alternate solutions Give your positive feedback Suggest more acceptable behaviors

How to prevent conflicts?

Frequent meetings Allow your people to express openly Sharing objectives Having a clear and detailed job description Distributing task fairly Never criticize people publicly Always be fair and just with your people Being a role model