© Copyright The McGraw-Hill Companies, Inc., 2008 Managing Conflict © Copyright The McGraw-Hill Companies, Inc., 2008

© Copyright The McGraw-Hill Companies, Inc., 2008 Managing Conflict What are conflicts about? a. The Topic at hand Example: Scheduling, budgeting b. The Process c. Relational issues Example: Feeling unappreciated, resentful d. Ego/Identity issues Example: Glory hog or sexist nerd © Copyright The McGraw-Hill Companies, Inc., 2008

© Copyright The McGraw-Hill Companies, Inc., 2008 Managing Conflict Approaches to Conflict Avoiding Accommodating Competing Collaborating Compromising © Copyright The McGraw-Hill Companies, Inc., 2008

Conflict Management Styles High Concern for Others’ Needs High Concern for Others’ and Own Needs Accommodating Passive You Win, I Lose Collaborating Assertive You Win, I Win Compromising Assertive You Win Some, I Win Some Low Concern for Others’ and Own Needs Competing Aggressive You Lose, I Win High Concern for Own Needs Avoiding Passive You Lose, I Lose © Copyright The McGraw-Hill Companies, Inc., 2008 4-13

© Copyright The McGraw-Hill Companies, Inc., 2008 Managing Conflict (Continued…) © Copyright The McGraw-Hill Companies, Inc., 2008

© Copyright The McGraw-Hill Companies, Inc., 2008 Managing Conflict (…continued) © Copyright The McGraw-Hill Companies, Inc., 2008

© Copyright The McGraw-Hill Companies, Inc., 2008 Managing Conflict Handling Conflicts Constructively Negotiation occurs when two or more parties discuss specific proposals to find a mutually acceptable agreement. © Copyright The McGraw-Hill Companies, Inc., 2008

© Copyright The McGraw-Hill Companies, Inc., 2008 Managing Conflict Negotiation Strategies and Outcomes Win-lose orientation → Only one side can reach its goals Lose-lose orientation → Can turn into mutual destruction Compromise → When limited resources are available Win-win orientation → Solutions satisfy all parties © Copyright The McGraw-Hill Companies, Inc., 2008

© Copyright The McGraw-Hill Companies, Inc., 2008 Managing Conflict © Copyright The McGraw-Hill Companies, Inc., 2008

© Copyright The McGraw-Hill Companies, Inc., 2008 Managing Conflict Preparing to Negotiate Clarify interests and needs Consider the best time to discuss Prepare statement © Copyright The McGraw-Hill Companies, Inc., 2008

Managing Conflict Conducting the Negotiation Identify the needs of both parties Brainstorm possible solutions Evaluate alternative solutions Implement and follow up on the solution © Copyright The McGraw-Hill Companies, Inc., 2008

Conflict Resolution Summary Step 1. Plan a BCF statement that maintains ownership of the problem. Step 2. Present your BCF statement and agree on the conflict. Step 3. Ask for, and/or give, alternative conflict resolutions. Step 4. Make an agreement for change. © Copyright The McGraw-Hill Companies, Inc., 2008 4-14