Introduction to conflict management Organizational psychology Lecture 6

Conflict over issues is… Valuable Provides better insight to a subject matter Deeper understanding of the issue on the agenda Creates larger set of possible solutions Neutralizes apathy and disengagement Moderate level of conflict is healthy for most organizations

Interpersonal conflict is… Essential Part of organizational life Can spark creativity and be a stimulating agent Encourages personal improvement Skills in handling interpersonal conflict is an important predictor of success

Conflict can be… Harmful Produce dysfunctional outcomes Drain people’s energy Demoralize people’s spirit Wrongly understood

A person who “creates” conflict Critically examines assumptions Challenges group’s conclusions Questions the logic of the thinking process Is a unique competitive advantage to a group Creates very uncomfortable personal feelings for others Conflict and a person creating conflict is widely avoided

Can managers argue without destroying their ability to work together Can managers argue without destroying their ability to work together? (Eisenhardt et al., 1997 Harvard Business Review) Work with more, rather than less, information Focus on the facts Develop multiple alternatives to enrich the level of debate Share commonly agreed upon goals Inject humor into the decision process Maintain a balanced power structure Resolve issues without forcing consensus

Three broad and essential management skills for conflict resolution Accurately diagnosing the types of conflict including their sources Selecting an appropriate conflict management strategy Resolving underlying problems without damaging the relationships

Diagnosing the conflict: two broad categories People focused conflict Personal confrontations Level of emotions is high Feelings of resentment are often present Can be devastating for relationships Issue-focused conflicts Rather rational negotiations Produces positive results due to focus on common gain with scarce resources Negotiators are representing the interests of the institution

Four sources of a conflict Personal differences in perceptions and expectations Misinformation and misinterpretation Role incompatibility – task interdependency Environmental stress (personal differences, uncertainty, rapid changes) Personality – defect theory of conflict

Process of resolving the conflict Assertive, uncooperative Cooperative, unassertive Uncooperative, unassertive Collaborating approach

Resolving conflict - preserving the relationships Establish with your partner what you share in common instead of what separates you Depersonalize your disagreement Keep your focus on interests not on your position Be creative and invent options for your and your partner’s gains Decide “what makes most sense” get unstuck from what you want Real gains are real success; imaginary losses stay in your mind

Bibliography Robbins, S. P., Judge, T. A. (2013). Organizational behavior. Upper Saddle River: Person education, Inc. Whetten, D. A., Cameron K. S. (2011). Developing Management Skills. Upper Saddle River: Person education, Inc.