Conflict Management Processes

1. Conflict Management Processes Chapter 9

2. Assumptions • Harmony is normal and conflict is abnormal. • Conflict and disagreements are the same thing. • Conflict is just a break down of communication. • Conflict should never be escalated & always avoided. • Conflict mang. should be orderly & polite.

5. Assumptions • Anger and hostility are the predominate emotion. • One should fine the “right” way to resolve conflict. • Conflict is always bad. • Manage means to suppress, ignore, or avoid. • Other assumptions about conflict?

6. Metaphors…conflict is: • Limiting • Warlike and violent, explosive • A trial, struggle, messy • Animal behavior • Neutralizing • A game • Heroic adventure • Balancing act • Expanding Potential • Bargaining table, a tide, dance, garden

7. Conflict • The interaction of interdependent people who perceive opposition of goals, aims, and values and who see the other party as potentially interfering w/ the realization of those goals. (Putnam & Poole) • Key components (4 I’s) • Incompatible (multiple levels) • Interdependence (only when conflict can arise) • Interaction (expression of conflict) • Interference (perceived and real)

8. Levels of Conflict • Interpersonal- individuals perceive goal incompatibility (intra-group) • Intergroup- considers the disagreements of people in parties with in an organization, ex. Departments • Interorganizational- disputes between two or more organizations

9. How does conflict manifest itself if improperly managed? • Competition • Disputes • Decreased satisfaction • Inefficiency • Low morale • Sabotage • W/holding information • Others?????

10. Phases of Conflict • Latent-grounds for conflict exist among individuals in interdep. relationships • Perceived-one or more of parts. Realize their situation (incomp. & interdep.) • Felt-personalize perceived conflict by focusing on conflict issue & planning response strategies • Manifest-participants enact conflict through communication • Aftermath-short & long term effects on individual, relationship, & organization

11. Conflict Styles • Managerial Grid (p. 163)-predisposition to handling conflict situations that lead to specific strategies • Concern for self • Concern for others • 5 Conflict Styles • Avoidance • Accommodating • Compromise • Collaboration • Competition

12. T/K Model of Conflict Management Styles • Serves as a nice entry point • Conflict management is not static but dynamic • Organizations are systems – that styles are not isolated • My perception of mine might be different from your perception of my style • Conflict mgmt. is process oriented • Styles and tactics are contextual

13. Critique of TK Grid • Treats the individual communicator as the sole benchmark for conflict • Not just 2 dimensional • Downplay importance of NV and irrational communication • Ignores context (organization, task, relationship)

14. Activity • TK Conflict Style Instrument • (on Assignment Page) • Check out your predisposition • How do you deal with conflict?

15. Kinds of Bargaining • Distributive • Conflicting parties try to maximize their own goals and minimize their own losses • Centers on limited resources that must be divided (ex. Wages, benefits) • Communication is marked by withheld information, and deception

16. Kinds of Bargaining • Integrative • Conflicting parties are trying to maximize gains for both parties • Bargainers discuss issues that would lead to a more creative solution • Communication is marked by open disclosure, careful listening, and multiple communication channels Refer to “Case in Point: Working with Jerks”(p. 166)

17. 3rd Party Conflict Resolution • Managerial Conflict Resolution (p. 168) • Outside Conflict Resolution (mediation) • Direct tactics • Non-direct tactics • Procedural tactics • Reflexive tactics

18. Influencing Factors • Personal (limited impact) • Personality (plays small role) • Gender (research contradicts stereotypical expectations) (p. 170) • Framing (Spotlight on Scholarship-p. 171) • Relational • Hierarchical position • Co-orientation • Agreement • Accuracy • Perceived accuracy • Cultural • Communication channels & support • Climate

19. Communication Climates (Gibbs) Defensive Supportive Evaluation Description Control Problem orientation Strategy Spontaneity Neutrality Equality Superiority Empathy Certainty Provisionalism

20. Organizational Climate • A relatively enduring quality of the internal environment of an organization that is • Perceived & experienced by its members • Influences their behavior • Can be described in terms of the values of a particular set of characteristics of the organization (such as responsibility, standards, reward, team spirit) (Tagiuri) • The perceived quality of relationships & communication in the organization; the degree of involvement & influence(Redding)

21. What to do? • Check perception • Clarify communication • Advice from “Working Wounded” (Bob Rosner) • Change strategies • Defuse or reduce anxiety of moment • Consider third party intervention • Traditional vs. Alternative Model (p. 174) • Passive-aggressive article (additional readings) • Give up/walk away?!?!?!?!

22. Crucial ConversationsGrenny, McMillan, Patterson, & Switzler (2002). Crucial Conversations: Tools for talking when the stakes are high. • A discussion b/w two or more people where the stakes are high (high risks), options vary, and emotions run strong (relative to the individuals FOE, relationship, tolerance) •  The path to high productivity passes not through static systems but through f2f conversations at all levels.

23. HOW DO WE TYPICALLY HANDLE CRUCIAL CONVERSATIONS? • We can avoid them • We can face them and handle them poorly • We can face them and handle them well • Other ways? How do you handle “crucial conversations” in your life especially the workplace?

24. SOME COMMON CRUCIAL CONVERSATIONS • Ending a relationship • Talking to a coworker who behaves offensively or makes suggestive comments • Asking a friend to repay a loan • Giving a boss feedback about her behavior • Taking to a team member who isn’t keeping commitments

25. SOME COMMON CRUCIAL CONVERSATIONS • Approaching a boss who is breaking his own safety or quality policies • Critiquing a colleague’s work • Asking a roommate to move out • Resolving custody or visitation issues with an ex-spouse • Dealing w/ a rebellious teen

26. SOME COMMON CRUCIAL CONVERSATIONS • Discussing problems w/ sexual intimacy • Confronting a loved one about a substance abuse problem • Talking to a colleague who is hoarding information or resources • Giving an unfavorable performance review • Asking in-laws to quit interfering • Talking to a coworker about a personal hygiene problem

27. How to Deal with Crucial Conversations? Solving Problems by Categorization • Safety. When someone violates some sort of safety policy, the very first person to see this violation proceeds with a crucial conversation. • Diversity. When someone feels offended they discuss the issue with the person acting in an offending manor. • Productivity. Affected parties immediately address problems of productivity.

28. How to Deal with Crucial Conversations? Solving Problems by Categorization • Quality.Discuss the problem face to face when it first arises. •  Every other hot topic. Companies who are the best at what they do are also the best at crucial conversations. •  Summary: Address your problem when it first presents itself, instead of dealing with it later when it has had the potential to overwhelm employees.

29. Spotlight on Scholarship • Making Sense (p. 171) • Intractable conflict • Conflict frames • Identity frames • Characterization frames • Conflict management frames

30. Approaches to Process ?????? How conflict mang. would be considered by these different approaches: • Classical • Human Relations • Human Resources • Systems • Cultural • Critical