Conflict Management Approaches

1. Conflict Management Approaches By SennaAdjabeng

2. What is Conflict? • Conflict is a natural disagreement resulting from individuals or groups that differ in attitudes, beliefs, values or needs. It can also originate from past rivalries and personality differences. Other causes of conflict include trying to negotiate before the timing is right or before needed information is available.

3. Sources of Conflict • There are different sources of conflict. Some of these are: • Schedule conflict: An example will be supervisors scheduling employees without any consideration of the availability or without working with the employees to come up with a schedule that works for everybody.Conflict of priorities: Having differences in what is a priority to different people. What might be a priority to me might not be to another individual.

4. Sources of Conflict • Resource conflict: When two parties involved have different values and have made drastically different life choices. Their conflict has nothing at all to do with work. • Technical conflict: When employees don’t agree on the technical merits of a solution or an idea. • Conflict over administration: An example will be an employee who has been with the company for years and he/she is passed on a less experienced person is hired for a position that employee was hoping for.

5. Sources of Conflict • Personality conflict: An example will be differences in opinions between individuals. Cost conflict: Differences in opinion on how much a project should cost, or how much should be spent on a particular project.

6. Ways People Deal with Conflict • In the workplace people deal with conflict in the following ways by: • Collaborating • Compromising • Competing with others • Accommodating others • Avoiding the situation

7. Collaboration • This results from a high concern for your group's own interests, matched with a high concern for the interests of other partners. The outcome is "win/win." This strategy is generally used when concerns for others are important. It is also generally the best strategy when society's interest is at stake. This approach helps build commitment and reduce bad feelings. The drawbacks are that it takes time and energy. In addition, some partners may take advantage of the others' trust and openness. Generally regarded as the best approach for managing conflict, the objective of collaboration is to reach consensus.

8. Compromise • This strategy results from a high concern for your group's own interests along with a moderate concern for the interests of other partners. The outcome is "win some/lose some." This strategy is generally used to achieve temporary solutions, to avoid destructive power struggles or when time pressures exist. One drawback is that partners can lose sight of important values and long-term objectives. This approach can also distract the partners from the merits of an issue and create a cynical climate.

9. Competition • This strategy results from a high concern for your group's own interests with less concern for others. The outcome is "win/lose." This strategy includes most attempts at bargaining. It is generally used when basic rights are at stake or to set a precedent. However, it can cause the conflict to escalate and losers may try to retaliate.

10. Accommodation • This results from a low concern for your group's own interests combined with a high concern for the interests of other partners. The outcome is "lose/win." This strategy is generally used when the issue is more important to others than to you. It is a "goodwill gesture." It is also appropriate when you recognize that you are wrong. The drawbacks are that your own ideas and concerns don't get attention. You may also lose credibility and future influence.

11. Avoidance • This results from a low concern for your group's own interests coupled with a low concern for the interests of others. The outcome is "lose/lose." This strategy is generally used when the issue is trivial or other issues are more pressing. It is also used when confrontation has a high potential for damage or more information is needed. The drawbacks are that important decisions may be made by default.

12. Tips on How to Handle Conflict • The key is to see conflict as an opportunity to implement change in the way people interact in the workplace. • It is also an opportunity to improve problem solving skills among employees. • Managing conflict successfully can help strengthen relationships for organizations.

13. Tips on How to Handle Conflict Please Note: • Managers and supervisors do not always have to provide the solution to the conflict, but they should be skilled in how to facilitate, negotiate and communicate between parties to come up with possible solutions.

14. 8 Important Steps to Managing Conflict • Create an effective atmosphere -determine an appropriate time and place (meet in an neutral place). -establish ground rules (i.e. maintain confidentiality, listen with respect). 2. Clarify perceptions –talk to the right person, agree to be direct, open and honest. 3. Focus on individual and shared needs- allow for give and take 4. Build positive shared power- use “I” messages and practice active listening 5. Look to the future, then learn from the past -talk about dealing with conflict in advance Dudley Weeks, Ph.D

15. Characteristics of Successful Agreements Balanced 2. Clear 3. Fair 4. Realistic 5. Specific 6. Concise 7. Forward looking and 8. Commitment to return if there is a future problem Adapted from Mediation: A Bridge to Better Destinations for Students in Conflict NASPA Conference - Chicago, 1997

16. 8 Important Steps to Managing Conflict 6. Generate options 7. Develop “Doables”: The stepping –stones to action 8. Make mutual benefit agreements Dudley Weeks, Ph.D