Conflict Management Processes Chapter 9

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.

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?

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

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)

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

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

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

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

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

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)

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

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

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)

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

Influencing Factors Personal (limited impact) Relational Cultural 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

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

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)

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?!?!?!?!

Crucial Conversations Grenny, McMillan, Patterson, & Switzler (2002) Crucial Conversations Grenny, 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.

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?

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

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

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

How to Deal with Crucial Conversations 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.

Quality. Discuss the problem face to face when it first arises. 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.

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

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