Conflict Defined

Conflict Defined • Cold Conflict • functional • little to no emotion • builds consensus • enhances relationships • Hot Conflict • dysfunctional • much emotion • destroys relationships

Factors Influencing Hot Conflict • Attitudes • Control imbalance • Outcome importance • Perceptions of: • interdependence • different goals • being kept from goals

The Conflict Process • Analysis • Frustration • Conceptualization • Behavior • Other’s reactions • Outcome

Consequences of Conflict • Decreased productivity • Low morale • Absenteeism • Stress • Turnover • Law suits • Violence

Types of Conflict • Interpersonal • Individual - Group • Group - Group

Sources of ConflictHidden • Fear • Embarrassment • Distrust • Hurt • Anger • Uncertainty

Sources of ConflictSurface • Interdependence • Jurisdictional Ambiguity • Communication • Culture and Value • Difficult Personalities

Types of Difficult People • Aggressive • Tank • Grenade • Sniper • Know-it-all • “No” person • Whiner • Passive • “Yes” person • Bump-on-a-log • ‘Round-to-it

Angry Customers • Aggressive Behaviors • Warriors • Unloaders • Child • Blamer • Gunny Sacker • Passive Behaviors • Survivalists • Guiltmakers • Pretenders

Handling Diversity Disputes • Increase scope of diagnoses • Validate the other groups’ culture and viewpoint • Encourage workplace diversity • Identify power and control imbalances and redistribute where appropriate

Individual Differences in Dealing with Conflict • Personality traits versus learned behavior • Relationship of disputing parties • Gender differences • Past conflict experiences • Conflict response style

Conflict Response StylesThe Sage • Problem-solver • Win/Win orientation • Cooperative problem solving • Emphasis on preserving relationship and meeting own goals as well as that of others

Conflict Response StylesThe Diplomat • Goal-oriented • Compromising orientation - provide evidence - persuasion • Emphases on relationship and each other’s goals

Conflict Response StylesThe Ostrich • Avoidance • Withdrawal orientation - quit - complaining to others • Over-emphasis is on preserving relationship

Conflict Response StylesThe Philanthropist • Accommodating - smoothing and conciliation • High concern for satisfying needs of others

Conflict Response StylesThe Warrior • Win/Lose orientation - winning at all costs • Potential problem creator • Focus on own goals

Conflict Management StagesStage 1: Analysis • Determine best strategy to use • Dictation • Arbitration • Mediation • Negotiation • Identify all sources of conflict

Conflict Management StagesStage 1: Analysis • Dictation is best when: • parties are irrational • no trust exists • too angry to be realistic • have mental health issues • alcohol or drugs are involved • when violent behavior is potential • parties have poor communication skills • there are time constraints

Conflict Management StagesStage 1: Analysis • Mediation and negotiation are best when: • parties are rational • parties want to work out a solution together • some trust still exists • there are no time constraints • Arbitration • same as mediation but use when parties get stuck during mediation

Ury Negotiation Model • Don’t react • Don’t argue • Don’t reject • Don’t push • Minimize escalation

Conflict Management Stages • Stage 2: Confrontation • Story telling • Stage 3: Resolution • Problem and sources have been identified • Alternative resolutions are brainstormed • Mutually agreeable solution chosen • Agreement to monitor changes in the future

Stage 1: Analysis Decide strategy dictation arbitration mediation/negotiation Identify all conflict sources Stage 2: Confrontation Storytelling Stage 3: Resolution Brainstorm solutions Choose solution Agree to monitor/change Summary of ConflictManagement Stages

Managing Workplace ConflictInterpersonal Communication Techniques • Active listening • Reflecting • Empathy • Questioning • Highlight common goals • Creating trust • Inquiring silence

Managing Workplace ConflictActive Listening Means Using nonverbal gestures to let employees know their concerns are being heard. • eye contact • head nodding

Managing Workplace ConflictReflecting Means Seeking clarification through paraphrasing of what each individual has said. • Open-ended vs. closed-ended questions

Managing Workplace ConflictCommunication Reminders • Use “I” rather than “you” • Focus on behaviors, not personality • Give clear and specific examples • Explain impact of inappropriate behaviors on others

Dealing with Difficult People • Direct Intervention • address behavior • explain impact of behavior on others • Indirect Intervention • positive feedback when appropriate behavior is used • Direct Coping • separate difficult employee from others • Indirect Coping • provide training to others on dealing with difficult personality

Effectiveness of TechniquesDepends on: • Disputing parties’ communication skills • Conflict perspective • Power distribution • Personal accountability

Preventing Workplace Conflict • Well-written job descriptions • Unambiguous policies • Clarification of roles and expectations • Training on new policies • Conflict management training • For teams, clarification of levels of authority

Managing Workplace ConflictSteps for Mediation Step 1: Stabilize the setting • greet parties • use interpersonal communication techniques • confirm neutrality

Managing Workplace ConflictSteps for Mediation Step 2: Help disputants communicate • both parties tell their side without interruption • clarify unclear issues • summarize main problems • focus on areas of agreement • prioritize what needs to be settled

Managing Workplace ConflictSteps for Mediation Step 3: Help parties negotiate • seek cooperation • help them explore alternative solutions • allow venting but no accusations

Managing Workplace ConflictSteps for Mediation Step 4: Clarify their agreement • summarize the agreement terms • state each parties’ role in implementing the agreement (who does what, when, where, how) • explain follow-up process

Conflict Defined