Managing Conflict

1. Managing Conflict

2. Objectives • Definition • Views on Conflict • Types of Conflict • Conflict Strategies • Desired Outcomes

3. Definition • A struggle or contest between people with opposing needs, ideas, beliefs, values, or goals • A process that begins when one party perceives that another party has negatively affected or is about to affect something that the first party cares about

4. Definition (cont.) • An active effort by an individual or group for its own preferred effort at the cost of others • A process by which the efforts of “A” are purposefully made to offset the efforts of “B” by some form of blocking that will result in frustrating “B” in attaining his/her goal(s)

5. Conflict • “Conflict tends to obstruct cooperative action, create suspicion and distrust and decrease productivity.”

6. Views on Conflict • Traditional View – the view that all conflict is harmful and must be avoided • Human Relations View – the belief that conflict is a natural and inevitable outcome in any group

7. Views on Conflict (cont.) • Integrationist/Modern View – the belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively. It’s a natural occurrence and should be encouraged. It is necessary for a harmonious, peaceful, cooperative atmosphere leading to teamwork.

8. Types of Conflict • Dysfunctional – Conflict that hinders group performance due to poor communication, lack of openness and trust between two people, and failure to be responsive to the needs and aspirations of others

9. Types of Conflict (cont.) • Functional Conflict – works towards the goals of an organization or group and improves performance. It is creatively managed conflict that shakes people out of their ruts and gives them new points of view.

10. Conflict • “If we are going to be a learning organization, there must be some level of conflict.” (MM)

11. Effect of Conflict on Organizational Performance

12. Conflict Management Strategies • C • O Accommodation Collaboration • O * * • P • E • R • A Compromising • T * • I • 0 • N Avoiding Competing • _________________________________________________________ • ASSERTIVENESS

13. Conflict Management Strategies (cont.)Competing/Forcing • Using formal authority or other power that you possess to satisfy your concerns without regard to the concerns of the party you are in conflict with. • High Assertiveness – Low Cooperation • Appropriate to use – when quick action is needed, unpopular decisions need to be made, when vital issues must be handled, and when one is protecting self interest

14. Competing/Forcing (cont.)Skills Needed for This Strategy/Mode • Arguing/debating • Using rank or influence • Asserting your opinions and feelings • Standing your ground • Stating your position clearly

15. Conflict Management Strategies (cont.)Avoiding • Not paying attention to the conflict and not taking any action to resolve it • Low assertiveness – Low cooperation • Appropriate Use – when you have issues of low importance, to reduce tensions, to buy some time, when you’re in a position of lower power

16. AvoidingSkills Needed for This Strategy/Mode • Ability to withdraw • Ability to leave things unresolved • Ability to sidestep issues • Sense of timing

17. Conflict Management Strategies (cont.) Accommodating • Allowing the other party to satisfy their concerns while neglecting your own • Low assertiveness – high cooperation • Appropriate use: to show reasonableness, develop performance, create good will, keep the peace • Note: some use this outcome when the issue or outcome is of low importance • (Be careful not to “keep a tally” or be a martyr with the unspoken expectation that the “favor” will be returned)

18. AccommodatingSkills Needed for This Strategy/Mode • Forgetting your desires • Selflessness • Ability to yield • Obeying orders

19. Conflict Management Strategies (cont.)Compromising • Attempting to resolve a conflict by identifying a solution that is partially satisfactory to both parties but completely satisfactory to neither • Moderate Assertiveness – Moderate cooperativeness • Appropriate use – when dealing with issues of moderate importance, when you have equal power status, when you have a strong commitment for resolution, use as a temporary solution when there are time constraints

20. CompromisingSkills Needed for This Strategy/Mode • Negotiating • Assessing value • Finding s middle ground • Making concessions

21. Conflict Management Strategies (cont.)Collaborating • Cooperating with the other party to understand their concerns and expressing your own concerns in an effort to find a mutually and completely satisfactory solution (win-win) • High Assertiveness – High cooperation • Described as putting an idea on top of an idea on top of an idea in order to achieve the best solution to a conflict (Best solution – a creative solution to the conflict that would not have been generated by a single individual)

22. Collaborating (cont.)Appropriate Use • When the conflicts warrant the time and energy • When the conflict is important to the people who are constructing an integrative solution • When the issues are too important to compromise’ • When merging perspectives • When gaining commitment • When improving relationships • When learning

23. Collaborating (cont.)Skills Needed for This Strategy/Mode • Active listening • Identifying concerns • Non threatening confrontation • Analyzing input

24. Desired Outcomes of Conflict • Agreement – strive for equitable and fair agreements that last • Stronger Relationships – build bridges of goodwill and trust for the future • Learning – greater self awareness and creative problem solving

25. Thank you!!!