Group and Conflict Management

Group Communication and Conflict Types of Conflict: a) Affective Conflict - drawn from emotions b) Substantive Conflict – associated with the task/job, not individuals.

Group and conflict Nevertheless, conflict is not automatically a bad thing. a) Constructive processing of differences can produce high quality decisions, encourage growth and strengthen groups/individuals. a) Destructive conflict can result in poor quality decisions, discourage learning and cause ongoing harm to groups/individuals.

Constructive & Destructive Conflict Constructive Conflict Destructive Conflict Affirms differences and sees their potential for enriching outcomes. Participatory - win/win; shared power; focused on group/common interest; safe. Uses differences as divisions -dichotomous (wrong/right; bad/good;weak/strong). Competitive - win/lose; powerful/ powerless; focused on self interest;scary.

Constructive & Destructive Conflict Constructive Conflict Destructive Conflict Attitude of curiosity, genuineness,humility & respect. (Reflected through listening, questioning, validation, affirmation, empathy, a power withapproach & openness.) A 2-way process - trying to achieve mutually acceptable outcomes; broad vision; open to change; focus on the issues; rational. Attitude of confrontation, dominance & aggression/passive-aggression. (Reflected through dumping, put downs, talking over, hurting, abuse, violence, blaming and taking power over others.) A 1-way process - trying to win preferred outcomes; narrow vision; resistant to change; personalises issues; irrational.

Constructive & Destructive Conflict Constructive Conflict Destructive Conflict Based on clear guidelines/ground rules/process. Equal information - sharing common information base; naming personal agendas; seeking fair outcomes. High level of personal responsibility for process; balance between giving and taking. Out of control - no guidelines/limits. Uneven/unequal information - work from stereotypes/assumptions rather than information; undercurrents/hidden agendas; disinterested in fair outcomes. Little or no personal responsibility for process; winner takes all!

Causes of Conflict 1. Competition for resources 2. Task interdependence 3. Jurisdictional ambiguity 4. Communication barriers Physical Cultural Psychological 5. Beliefs 6. Personality 7 ( Aamodt, 2010)

Personalities: Types of Difficult People TypeNeedDescription TankControlPushes, yells, intimidates SniperControlUses sarcasm, criticizes Know-it-allControlDominates conversations WhinerPerfectionConstantly complains No personPerfectionDisagrees with everything Nothing personPerfectionDoesn’t do anything Yes personApprovalAgrees to everything Maybe personApprovalWon’t commit or make a decision GrenadeAttentionThrows tantrums Friendly sniperAttentionUses jokes to pick on others Think-they-know-it-allAttentionExaggerates, lies, gives advice 8

Resolving conflict Prevention /prior to conflict occurrence When conflict first occurs Third -party intervention

When conflict FIRST occurs The two parties should be encouraged to use conflict resolution skills which they had learned. These skills include: Expressing a desire for cooperation Offering compliments Avoiding negative interaction Emphasizing mutual similarities Highlighting common goals

When conflict FIRST occurs Key to resolving conflict is to reduce tension and increase trust between the two parties; which can be accomplished by : Stating an intention to reduce tension Publicly announcing steps to be taken to reduce tension. Inviting the other side to take action in to reduce tension. Making sure all initiative are unambiguous.

What determines one’s responses to conflict? Goodwin and Griffith (2007) state that one’s responses to conflict is determined by two considerations: 1. How important is a particular outcome to you? 2. How important is the relationship with the other party? Clarifying your values is very important.

Major styles 1. Avoiding style 2. Forcing style 3. Accommodating 4. Collaborating style 5. Compromising style (Wilmont and Hocker, 2007 in Aamodt 2010)

Conflict Continuum I win, you lose (competition—A) I lose or give in (accommodate—B) We both get something (compromise—C) We both “win”(collaborate—D) A B C D 16

Conflict Management Style McGraw-Hill/Irwin ©2006 The McGraw-Hill Companies, Inc., All Rights Reserved

Responding to conflict

Responses to Conflict: Avoidance People will adopt avoiding approach to conflict when the conflict is trivial to them or has little stake in the outcome or concern with whom there is dispute The issues are not important to them, hope the issues will go away. The “cost” of engaging in the conflict is not worth the possible benefit to be gained Needs to buy time such as to gather information

Responses to Conflict: Avoidance This response is also called withdrawal or retreating (Why?) It is failing to engage ( Corvette, 2007) Avoidance can be partial or total. Common withdrawal behaviours include talking b behind the back and forming alliance with others ( Martin and Bergmann, 1996 in Aamodt, 2010). Withdrawal can make one feel better but …..

Responses to Conflict: Avoidance What other variables are at play if this response style is adopted? Triangling is a form of avoidance and it is when the party involved discusses the conflict with a third party; with the hope that the 3 rd party will talk to the other person who is involved in the conflict. What is the best course of action for a supervisor when triangling occurs?

Responses to Conflict: Adversarial/Forcing /Competitive This style is a win/lose approach; does what it takes to win, with little regard for the other party. One of the underlying belief is that resources are limited. This style may range from mildly adversarial to extremely aggressive. Behaviour that exemplifies this approach includes making remarks with no regard to other people's feelings, refusing to back down, belittling the other, using accusatory tactics and the like.

Responses to Conflict: Adversarial Forcing/Competitive

Responses to Conflict: Adversarial Forcing/Competitive This style is self-centred. On the extreme this style may lead to trickery and violence. Another behaviours which may be associated with this approach are agreeing openly but internally dissatisfied, and criticizing, criticizing, defensiveness, stonewalling and contempt.

Responses to Conflict: Adversarial Forcing/Competitive The strategy of winning at all costs holds especially when one party considers his/her side is correct and the other party is incorrect. Especially crucial when each side NEEDS the victory to gain or retain status. Examples: union or management conflicts.

Adversarial Forcing/Competitive: Disadvantages and appropriateness Damage relationships. Create other conflicts. Backing down difficult when involves status; more likely to prolong conflict. Appropriate : in emergencies, or when there is violation of policy/ethical or legal grounds or When the position holder is actually correct and if winning the conflict is more important that the possible damage to future relationships.

Responses to Conflict: Accommodating This style is to give up part of you want at the request of the other ( Corvette, 2007) Used when a person is so earnest on settling a conflict. Stakes are usually high and the person is considered cooperative ( but weak).

Responses to Conflict: Accommodating Low in assertiveness and high in cooperation Appropriate to use when one party wants to show reasonableness, develop performance, create good will, or keep peace. Some people use the accommodating mode when the issue or outcome is of low importance to them. ( )

Responses to Conflict: Accommodating The accommodating mode can be problematic when one uses the mode “keep a tally” or to be a martyr. Accommodating skills: Forgetting your desires Selflessness Ability to yield Obeying orders ( )

Collaboration : Skills involved Active listening Nonthreatening confrontation Identifying concerns Analyzing input (

Responses to Conflict: Compromising The person adopting this style utilizes give-and-take strategies to enable each side to get some of what it wants but not everything it wants. Most conflicts are resolved through some form of compromise so that the solution benefits both sides. Compromise usually involves a great deal of negotiation and bargaining. The negotiation process begins with each side making an offer that asks for much more than it really wants. Each side understands what the other is doing and the process continues until and acceptable terms are achieved ( Aamodt, 2010)

Responses to Conflict: Compromising The compromising mode is moderate assertiveness and moderate cooperation. Some people define compromise as “giving up more than you want,” while others see compromise as both parties winning. (

Compromise The compromising mode is appropriate are when: you are dealing with issues of moderate importance, when you have equal power status, when you have a strong commitment for resolution, or used as a temporary solution when there are time constraints. (

Compromise : Skills involved Negotiating Finding a middle ground Assessing value Making concessions (

Responses to Conflict: Collaboration  In cooperation or collaboration style, we are finding a way to get the other person/group want and what we/our group want.  It is consistent with win-win approach.  Both parties put their efforts ( creatively) together to meet mutual goals.  Key behaviours are listening and expressing feelings and desires in the best manners.  Assertiveness and respecting other peoples’ views are essential too. 35

Responses to Conflict: Collaboration The collaborating mode is high assertiveness and high cooperation. Collaboration has been 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.” With such a positive outcome for collaboration, some people will profess that the collaboration mode is always the best conflict mode to use. ( )

Responses to Conflict: Collaboration However, collaborating takes a great deal of time and energy. Therefore, the collaborating mode should be used when the conflict warrants the time and energy ( )

Collaboration The collaborative mode is appropriate : 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, or when learning ( )

Choosing the appropriate style All five styles may be used in one negotiation. Each of the five styles can be used appropriately at different times. The collaborative style is usually the most effective choice; but not all the time. Styles may vary from person to person and from situation to situation.