HM 02 Conflict Management Conflict, causes, types, management

Content What is a conflict Different views Causes Management Reponses to conflict

Draw a mind map all you know about conflicts!

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“Conflicts is a disagreement between two or more parties” What is a conflict ? “Conflicts is a disagreement between two or more parties”

Conflict Conflict exists when individuals who depend on each other express different views, interests, or goals and perceive their views as incompatible or oppositional.

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Categories of Conflict International National – civil Socio – economic Political / religious Organizational Family Personal

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Different views of the Organizational Conflicts Traditional Always harmful Human relations inevitable , unavoidable Modern management Deficiency in the systems Positive force for a group to function effectively Too little and too much is harmful & controlled levels are effective

Conflict Expressed disagreement—all conflict is expressed verbally or nonverbally. Conflict can occur only between people who depend on each other. Conflict involves opposition and is more than just differences. The perception that our concerns are at odds with those of another The perception that we and another must reconcile our differences

Principles of Conflict Conflict is a natural process in all relationships. Conflict may be overt or covert. Overt conflict is out in the open and explicit. Covert conflict is hidden and often unacknowledged. Passive aggressiveness is aggression that is denied or disguised by the aggressor. Games are highly patterned interactions in which the real conflicts are hidden or denied.

Principles of Conflict Conflict may be managed well or poorly. It can either promote continuing attachment or split a relationship apart, depending on how differences are managed . It involves intense emotions that we may not know how to handle. Learning communication conflict skills can help us deal with differences.

Principles of Conflict Conflict may be good for individuals and relationships. It allows us to consider other points of views. It can support our own identity by clarifying how we differ from others. It expands partners’ views of each other.

Chinese Character for Crisis Danger Opportunity

Causes of Organizational Conflicts Systems & Personnel Poor systems Scarcity of resources finance, equipment, facilities, Disagreements needs, goals, priorities and interests Poor or inadequate organizational structure Lack of clarity in roles and responsibilities Poor supervision

Causes of Organizational Conflicts Personal Difference in : attitudes, values or perceptions Poor communication Lack of teamwork Over work Resistance to change Different approach for common goal

Positives of Conflicts Enhance room to change Improve skills to adopt to a situation Generate energy & activity Stimulate curiosity & ideas Eases out tension Brings out best in people Leads to clarifications , roles, procedures objectives and forming systems & Policies

Negatives of Conflicts Brings out instability and chaos Disrupt the flow of activity Negatively modifies the organization Create undue tension unhealthy environment Tear the organization by piece by piece Lead to confusion , crisis and disaster

Write down a conflict that you have experienced in the past

Conflict- the process Ignoring No talk Contradicting Bad mouthing Confronting Undermining Not cooperating

Signs of Conflicts Body language Disagreements, regardless of issue Withholding bad news Surprises Strong public statements Airing disagreements through media Conflicts in value system

Signs of Conflicts Desire for power Increasing lack of respect Open disagreement Lack responsibility on sensitive issues Lack of clear goals No discussion of progress, failure relative to goals, failure to evaluate the superintendent fairly, thoroughly or at all.

Responses to Conflict

Responses to Conflict The exit response involves leaving a relationship either by physically walking out or by psychologically withdrawing. The neglect response occurs when an individual denies or minimizes problems, disagreements, anger, tension. The loyalty response is staying committed to a relationship despite differences. The voice response is an active, constructive strategy for dealing with conflict by talking about problems and trying to resolve them.

Responses to Relational Distress Active Destructive Constructive Passive

Social Influences on Conflict Culture The majority of Mediterranean cultures regard conflict as a normal and valuable part of everyday life. Many Hispanic cultures perceive conflict as an opportunity to be expressive and dramatic. In the U. S. the emphasis on individuality makes conflict competitive. In most Asian countries conflict is condemned and a solution should be found that benefits everyone and creates harmony.

Social Influences on Conflict Gender Women Enact loyalty and voice Are taught to put a priority on a relationship Use talk to create and sustain closeness Tend to defer and compromise Men Respond with exit/neglect Place less emphasis on talk Minimize problems May use coercive tactics and force their resolutions Conflict causes more physical and psychological pain

Social Influences on Conflict Sexual Orientation Sexual preference doesn’t seem to be a major influence on how individuals see and deal with conflict. Gays and lesbians appear to have fewer sexual conflicts and to talk more openly about sexual issues than heterosexuals. Gay and lesbian partners have an intragender empathy that creates less conflict. Lesbian couples talk the most about relationships, heterosexual couples the next most, and gay couples the least reflecting gender socialization.

Conflict Management Conflict Stimulation Control Resolution

A. Conflict stimulation Main objective is to improve the existing current situation Methods Create competition Import new people / technology Change establish procedures / position Communication

B. Conflict Control Expansion of the resource base Relying on rules and procedures Formation of task forces Formation of super ordinate goals Matching personalities

B. Conflict Control…. 6. Share information by keeping people in the group up-to-date with current issues 7. Express positive expectations about each other 8. Empower each other - publicly crediting colleagues who have performed well and encouraging each other to achieve results 9. Team-building by promoting good morale and protecting the group's reputation with outsiders 10. Resolve potential conflict by bringing differences of opinion into the open and facilitating resolution of conflicts

Conflict Resolution

C. Conflict Resolution – process Identify the problem/ problems Make sure smooth running of the hospital- Smoothening Accept deficiencies Generate options Positive Win- win Peaceful Resolve the conflict

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Approaches to Conflict Win/Lose One party gets satisfaction Lose/Win The other party gets satisfaction Lose/Lose Neither party gets satisfaction Win/Win Both parties feel satisfied

The Relationship You The Other Person Honor yourself, the other, the relationship!

5 ways to manage conflict Avoidance Competition (A) Accommodation (B) Compromise (C) Collaboration (D) First, write A,B, C, D in a column on the board; tell students you want to know where their scores fell and would like them to raise their hands to show where their highest score occurred as you read out each letter. Total the number of hands raised on each and provide a number so all can see where styles are clustered. There are five ways of managing conflict, and each has its place. First, (and not measured on this questionnaire) is to manage conflict by avoiding it. And there are many instances when a manager might chose to avoid conflict. For example, if the conflict is a flare-up between volatile persons who will soon forget the conflict, there is no point for the manager to get involved. Similarly, if the conflict is unimportant it may also be prudent to avoid it. The point is, sometimes avoidance is a good policy. (Sometimes in my family life, I will avoid a conflict if it appears that my spouse is tired or grouchy, for example.) Often conflict cannot be avoided at which point we engage. Most people tend to have a preferred style of conflict management, and those are the preferences you showed by scoring highest on A, or B or C or D. So we see that in this class, we have many people who are (fill in the blank).

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 First, let’s think about conflict as it unfolds for you. Think about one example (personal or professional) of when you used a particular style and tell us how that position worked for you. Here are pluses and minuses for each style:

1. Competition Plus Minus The winner is clear Winners usually experience gains Minus Establishes the battleground for the next conflict May cause worthy competitors to withdraw or leave the organization Ask students to volunteer examples here.

2. Accommodation Plus Minus Curtails conflict situation Enhances ego of the other Minus Sometimes establishes a precedence Does not fully engage participants Ask students to volunteer examples here.

3. Compromise Plus Minus Shows good will Establishes friendship No one gets what they want May feel like a dead end Ask students to volunteer examples here.

4. Collaboration Plus Minus Everyone “wins” Creates good feelings Hard to achieve since no one knows how Often confusing since players can “win” something they didn’t know they wanted Ask students to volunteer examples here.

What This Means Managing conflict means you need to develop several styles and decide which is valuable at any given point of conflict As your examples show, the way you handle conflict now varies according to whether you are dealing with someone with whom you have a long or short term relationships, what you are trying to accomplish, and whether you feel the core of the conflict is worthy of your time and attention. I would argue that while most of us know and can use multiple styles, most also tend to use only one. Consistent with the “Both/and” approach to globalization that we are studying in this course, it probably makes sense for you to learn and practice a variety of different conflict management styles. I hope this review might help you to do that.

Tips for Managing Workplace Conflict Build good relationships before conflict occurs Do not let small problems escalate; deal with them as they arise Respect differences Listen to others’ perspectives on the conflict situation Acknowledge feelings before focussing on facts Focus on solving problems, not changing people If you can’t resolve the problem, turn to someone who can help Remember to adapt your style to the situation and persons involved Adapted from Dispute Resolution Center of Snohomish and Island Counties (2004). 1801 Lomard Ave, Everett, WA 98206; 425-339-1335.

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Unproductive Conflict Patterns

Unproductive Conflict Patterns Early stages The foundation for destructive conflict is established by communication that fails to confirm individuals. Cross-complaining occurs when one person’s complaint is met by a counter-complaint. Negative climates tend to build on themselves.

Unproductive Conflict Patterns Middle stages Once a negative climate has been set, it is stoked by other unconstructive communication. Kitchensinking occurs when everything except the kitchen sink is thrown into the argument. Focusing on specific issues resolves conflicts constructively. Marked by frequent interruptions that disrupt the flow of talk

Unproductive Conflict Patterns Later stages Solutions become the focus Each person’s proposals are met with counterproposals. Excessive metacommunication The communication patterns are discussed and never return to the issues. Communication that makes up unproductive conflict reflect egocentrism, dogmatism and are self perpetuating. Unproductive conflict doesn’t involve dual perspective and it seals off awareness of common grounds.

Unproductive Constructive Communication Communication Validation of each other Disconfirmation of each other Sensitive listening Poor listening Dual perspective Preoccupation with self Recognize other’s concerns Cross-complaining Seek clarification Hostile mind reading

Infrequent interruptions Frequent interruptions Unproductive Communication Constructive Communication Infrequent interruptions Frequent interruptions Focus on specific issues Everything is thrown in Compromises and contracts Counterproposals Useful metacommunication Excessive metacommunication Summarizing the concerns for both partners Self-summarizing

Guidelines for Effective Communication During Conflict Focus on the overall communication system. Time conflict effectively. Both people should be psychologically present and not rushed. Be flexible. Use bracketing to keep the discussion focused. Aim for win-win conflict. Honor yourself, your partner and the relationship. Show grace when appropriate. Grant forgiveness or put aside our own needs when there is no standard that says we should.

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Negotiation

Negotiation Appointed representatives of conflicted groups meet in order to resolve their differences with view to reach an agreement. It is a deliberate process conducted by representatives of groups, designed to reconcile differences and to reach agreements by consensus. The outcome dependents on the power relationship between the groups. Negotiations needs compromise - one group may win one of their demands and give in on another.

Negotiation What is negotiation? Purpose ? Principles of successful negotiation Conduction of negotiation

What is Negotiation? Negotiation is communication with the aim of reaching an agreement Negotiation is not a surrender Negotiation describes a process not an outcome

Objectives of Negotiation To change behavior End of conflicts, disputes and establish peace and harmony Positive environment End to destruction for work processes

Purpose of Negotiation Prevent or manage violence / conflicts by agreeing to behavior Improve freedom of communication Improve relationship with parties & authorities Resolve disputes with or between parties

Principles of Negotiation 1.Knowing what you have to do ! Objectives of negotiations Policies Instructions 2.Knowing what they want to do ! Their objectives Previous statements 3.Knowing their values and culture ! Improve of your credibility

Key to Success Negotiations Alert & focused Use Basic Communication skills Patience, Patience, Patience……..

Basic communication Skills Use neutral words So the way you see it…is ’How would that work…if Paraphrasing Listening and restating in your own words “So, what you are saying is…, in other words …..

Basic communication Skills Reframing Shifting the focus from positions to interests Encouraging flexibility expressing something in a different way. “In other words, what you want is…” Acceptable Tone Authoritative Impartial Non aggressive

Basic Communication Skills 5. Active Listening Listening actively even if you do not agree Be alert and focused Do not speak to your colleagues when the other person is speaking 6. Communicating openness Being open to hearing the perceptions and needs of others “How would that work if…”

Basic Communication Skills 7. Non-verbal communication Eye contact Paying attention Nodding Non-verbal communication is culture specific Posture Breathing Presentation

Conducting Negotiations Stage 1: Introduction (start) Stage 2: Substance (discussion) Stage 3: Conclusion (end)

I. Introduction (The Start) Opening statement and welcome Follow custom and protocol Introduction Agree on Rules Agree on what you are going to discuss Possible goal

II. The Discussion Give equal prominence and time for both parties Keep them on track Breaks Reduce number of options Agreement Consider implementation & monitoring

III: Conclusion Summarize & next steps Adoption/signing of agreement Next meeting Reporting Immediate report

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