Conflict Management

Conflict Management Glossary Case Study Sources of Conflict Desirability of Conflict Types of Conflict Undesirability of Conflict Game Theory Toward Conflict Management The Systems Approach

Glossary Conflict of Feelings—when people’s ideas come into conflict, the participants often begin to have negative feelings toward one another. These conflicts of feelings can damage the group’s functioning. Conflict Grid—a model of conflict management developed by Robert Blake and Jane Srygley Mouton. It is a framework for developing conflict management skills.

Glossary Conflict of Ideas—many ideas are generated in group discussions. Sometimes different people’s ideas may conflict. It is important to remember that a variety and diversity of ideas is usually desirable in the process of problem solving. Conflict Management—the ability to manage conflict so that there is a healthy conflict of ideas without the unhealthy conflict of feelings.

Case Study Conflict in the Shipping Department 1. What would you have done if you had been Beth in this case? 2. How realistic does this case seem based on your experience? 3. What would you have done differently if you had been Beth’s supervisor? 4. Are there any other suggestions or recommendations that you have for instances like this that happen at work? 5. What material in this chapter can help prepare you for dealing with such instances?

Sources of Conflict Conflict exists whenever incompatible activities occur. Conflicts may originate from a number of different sources, including: Differences in information, beliefs, values, interests, or desires. A scarcity of some resource. Rivalries in which one person or group competes with another.

Desirability of Conflict Many writers believe that conflict in a group is desirable.

Types of Conflict Conflict of ideas Dooley and Fryxell (1999) found that conflict of ideas at the early stage of decision making (idea formulation) was desirable. That same conflict sometimes caused problems at a later stage when the ideas actually had to implemented. Conflict of feelings (often called personality conflict)

Types of Conflict Opposition and Support

Undesirability of Conflict Conflicts are often hard to keep under control once they have begun. There is a definite trend toward escalation and polarization. Once conflict escalates to a point at which it is no longer under control, it almost always yields negative results.

Game Theory Game theory puts people into the mixed-motive situation. Covey (1990) in The Seven Habits of Highly Successful People refers to the scarcity mentality versus the abundance mentality. The scarcity mentality leads us to resent the success of others. The abundance mentality allows us to think of situations in which everybody can win.

Toward Conflict Management Blake and Mouton (1970) have proposed a scheme whereby we can try to avoid win-lose situations and, when possible, apply a win-win approach. The 1,1 style is the hands-off approach, also called avoidance. The 1,9 position, also called accommodation, is excessively person-oriented.

Toward Conflict Management Blake and Mouton (1970) . . . (continued) The 5,5 position represents a willingness to compromise. The 9,1 is the bullheaded approach, also called competing. The optimum style for reducing conflict is the 9,9 approach, also called collaboration.

Toward Conflict Management Borisoff and Victor (1998) argue that the best strategy for conflict management (negotiation) depends on the desired outcome. Unilateral negotiation strategies They include: The trusting collaboration strategy. The open subordination strategy. The firm competition strategy. The active avoidance strategy.

Toward Conflict Management Borisoff and Victor (1998) . . . (continued) Interactive negotiation strategies Trusting collaboration Principled negotiation Firm competition Soft competition Open subordination Focused subordination Active avoidance Passive avoidance Responsive avoidance

Toward Conflict Management Fisher, Ury, and Patton (1991) outline four principles that compose principled negotiation. Separate the people from the problem. Focus on interests, not positions. Invent options for mutual gain. Seek objective criteria.

Toward Conflict Management Tubbs, Kryska, and Cooper (1997) propose that one frequent source of conflict is the leadership struggle between superior and subordinate in decision making. The Continuum of Decision-Making Behavior has been described as including four styles of decision making: Tells Sells Consults Joins

Toward Conflict Management Conflict resolution seems to improve as we engage in certain behaviors. Set the stage for dialogue. Disengage your flight-fight response. State clearly and without anger, your needs and self-interests, and listen carefully to those expressed by others. Look below the surface of what is being said. Separate the person from the problem.

Toward Conflict Management Conflict resolution . . . (continued) Brainstorm all potential solutions to your conflict. Discuss collaboratively rather than aggressively. Use informal problem solving, mediation, and other conflict resolution techniques. Let go of your judgments about the others and focus instead on improving your own skills at handling their difficult behaviors.

Toward Conflict Management Conflict resolution . . . (continued) Don’t surrender just so the conflict will go away. Recognize the larger organizational and social issues that express themselves through conflict. Search for completion. Modify the agreement if necessary. (adapted from Cloke and Goldsmith, 2000, pp. 14-18). Source: Adapted from Cloke and Goldsmith, 2000, pp. 14-18).

Toward Conflict Management Diane Yale (1988) outlines three approaches to conflict that occur in the form of metaphor. The competitive, adversarial metaphor Often results in a winner and loser in the resolution process. The problem-solving metaphor If your [conflict] is focused on problem-solving, everything that comes at you . . . is seen as a problem or a solution. The creative orientation metaphor Brings an innovative quality to group conflict resolution.

Toward Conflict Management Blake and Mouton’s Conflict Grid Source: Reproduced by permission from Robert R. Blake and Jane Syngley Mouton. “The Fifth Achievement.” Journal of Applied Behavioral Science 6(4), 1970..

Toward Conflict Management—Practical Tips Walker and Harris (1995) offer the following practical tips for implementing the 9,9 style. Encouraging behavior occurs when a team member: 1. Avoids feelings or perceptions that imply the other person is wrong or needs to change. 2. Communicates a desire to work together to explore a problem or seek a solution. 3. Exhibits behavior that is spontaneous and destruction-free.

Toward Conflict Management—Practical Tips Walker and Harris . . . (continued) 4. Identifies with another team member’s problems, shares feelings, and accepts the team member’s reaction. 5. Treats other team members with respect and trust. 6. Investigates issues rather than taking sides on them. The same principles can be applied to negotiating with others outside your team, or with a supplier or customer (p. 102).

Toward Conflict Management A Continuum of Decision-Making Behavior Source: From Stewart L. Tubbs. Empowerment (Ann Arbor, Mich.: U-Train, Inc., 1993), pp 5-9. Adapted from R. Tannenbaum and H.W. Schmidt. “How to Choose a Leadership Pattern,” Harvard Business Review March-April, 1958.

The Systems Approach Conflict may have some desirable consequences for the group. Conflict that gets out of control may be destructive. We would expect more conflict-producing behaviors from those high in aggression, dominance, and the need for autonomy. Perhaps one of the most important factors related to conflict is the style of leadership and the resulting group norms regarding conflict.