Conflict Defined Cold Conflict Hot Conflict functional little to no emotion builds consensus enhances relationships Hot Conflict dysfunctional much emotion destroys relationships

Factors Influencing Hot Conflict Attitudes Control imbalance Outcome importance Perceptions of: interdependence different goals being kept from goals

The Conflict Process Analysis Frustration Conceptualization Behavior Other’s reactions Outcome

Consequences of Conflict Decreased productivity Low morale Absenteeism Stress Turnover Law suits Violence

Types of Conflict Interpersonal Individual - Group Group - Group

Sources of Conflict Hidden Fear Embarrassment Distrust Hurt Anger Uncertainty

Sources of Conflict Surface Interdependence Jurisdictional Ambiguity Communication Culture and Value Difficult Personalities

Types of Difficult People Aggressive Tank Grenade Sniper Know-it-all “No” person Whiner Passive “Yes” person Bump-on-a-log ‘Round-to-it

Angry Customers Aggressive Behaviors Passive Behaviors Warriors Unloaders Child Blamer Gunny Sacker Passive Behaviors Survivalists Guiltmakers Pretenders

Handling Diversity Disputes Increase scope of diagnoses Validate the other groups’ culture and viewpoint Encourage workplace diversity Identify power and control imbalances and redistribute where appropriate

Individual Differences in Dealing with Conflict Personality traits versus learned behavior Relationship of disputing parties Gender differences Past conflict experiences Conflict response style

Conflict Response Styles The Sage Problem-solver Win/Win orientation Cooperative problem solving Emphasis on preserving relationship and meeting own goals as well as that of others

Conflict Response Styles The Diplomat Goal-oriented Compromising orientation - provide evidence - persuasion Emphases on relationship and each other’s goals

Conflict Response Styles The Ostrich Avoidance Withdrawal orientation - quit - complaining to others Over-emphasis is on preserving relationship

Conflict Response Styles The Philanthropist Accommodating - smoothing and conciliation High concern for satisfying needs of others

Conflict Response Styles The Warrior Win/Lose orientation - winning at all costs Potential problem creator Focus on own goals

Conflict Management Stages Stage 1: Analysis Determine best strategy to use Dictation Arbitration Mediation Negotiation Identify all sources of conflict

Conflict Management Stages Stage 1: Analysis Dictation is best when: parties are irrational no trust exists too angry to be realistic have mental health issues alcohol or drugs are involved when violent behavior is potential parties have poor communication skills there are time constraints

Conflict Management Stages Stage 1: Analysis Mediation and negotiation are best when: parties are rational parties want to work out a solution together some trust still exists there are no time constraints Arbitration same as mediation but use when parties get stuck during mediation

Ury Negotiation Model Don’t react Don’t argue Don’t reject Don’t push Minimize escalation

Conflict Management Stages Stage 2: Confrontation Story telling Stage 3: Resolution Problem and sources have been identified Alternative resolutions are brainstormed Mutually agreeable solution chosen Agreement to monitor changes in the future

Summary of Conflict Management Stages Stage 1: Analysis Decide strategy dictation arbitration mediation/negotiation Identify all conflict sources Stage 2: Confrontation Storytelling Stage 3: Resolution Brainstorm solutions Choose solution Agree to monitor/change

Managing Workplace Conflict Interpersonal Communication Techniques Active listening Reflecting Empathy Questioning Highlight common goals Creating trust Inquiring silence

Managing Workplace Conflict Active Listening Means Using nonverbal gestures to let employees know their concerns are being heard. eye contact head nodding

Managing Workplace Conflict Reflecting Means Seeking clarification through paraphrasing of what each individual has said. Open-ended vs. closed-ended questions

Managing Workplace Conflict Communication Reminders Use “I” rather than “you” Focus on behaviors, not personality Give clear and specific examples Explain impact of inappropriate behaviors on others

Dealing with Difficult People Direct Intervention address behavior explain impact of behavior on others Indirect Intervention positive feedback when appropriate behavior is used Direct Coping separate difficult employee from others Indirect Coping provide training to others on dealing with difficult personality

Effectiveness of Techniques Depends on: Disputing parties’ communication skills Conflict perspective Power distribution Personal accountability

Preventing Workplace Conflict Well-written job descriptions Unambiguous policies Clarification of roles and expectations Training on new policies Conflict management training For teams, clarification of levels of authority

Managing Workplace Conflict Steps for Mediation Step 1: Stabilize the setting greet parties use interpersonal communication techniques confirm neutrality

Managing Workplace Conflict Steps for Mediation Step 2: Help disputants communicate both parties tell their side without interruption clarify unclear issues summarize main problems focus on areas of agreement prioritize what needs to be settled

Managing Workplace Conflict Steps for Mediation Step 3: Help parties negotiate seek cooperation help them explore alternative solutions allow venting but no accusations

Managing Workplace Conflict Steps for Mediation Step 4: Clarify their agreement summarize the agreement terms state each parties’ role in implementing the agreement (who does what, when, where, how) explain follow-up process