Management Principles Conflict Management Craig W. Fontaine, Ph.D.

What is Conflict? Webster’s Definition: “ Competitive or opposing action of incompatibles; antagonistic state or action (such as divergent ideas, interests, or persons).”

Workplace Definition: Conflict is a situation in which each party seeks a position (end result) perceived to be incompatible with the wishes of the other.

Organizational Conflict The discord that arises when goals, interests or values of different individuals or groups are incompatible and those people block or thwart each other’s efforts to achieve their objectives. Conflict is inevitable given the wide range of goals for the different stakeholder in the organization. Lack of conflict signals that management emphasizes conformity and stifles innovation. Conflict is good for organizational performance although excessive conflict causes managers to spend too much time achieving their own ends.

The Effect of Conflict on Organization Performance

Sources of Conflict

Types of Conflict Interpersonal Conflict Conflict between individuals Intragroup Conflict Conflict within a group or team. Intergroup Conflict Conflict between two or more teams or groups. Interorganizational Conflict Conflict that arises across organizations.

Conflict Management Perceptions play a major role in conflicts. People can perceive conflict along several dimensions: Relationship/Task Emotional/Intellectual Cooperate/Win or is it…. Public versus private Formal versus informal Rational versus non-rational

Conflict Management Stage of Conflict: Latent Conflict - Conditions are “ripe” Perceived Conflict - First differences voiced Felt Conflict – Parties feel it – anxious/stress Manifest Conflict – Open conflict! Conflict aftermath – Conflict over

CONFLICT MANAGEMENT Concern for Self Concern for Others High   High Assertiveness Concern for Self Low Assertiveness Concern for Others Low Cooperation High Cooperation   Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976. 1 1

COMPETING Competition Concern for Self Concern for Others High   High Assertiveness Competition Concern for Self Low Assertiveness Concern for Others Low Cooperation High Cooperation   Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976. 1 1

Conflict Styles and Strategies Control Outwit Coerce Fight Competing – “My way or the highway.”

Competing “My Way or the highway.” When Appropriate: An emergency is looming. The issue is trivial and others don’t care what happens. You’re certain you’re right. Policy ruling is needed When Inappropriate: When it is important to get cooperation from others. When the self respect of others is diminished. When used to an excess. When individual legal rights are not protected

ACCOMODATING Competition Accommodation Concern for Self   High Assertiveness Competition Concern for Self Accommodation Low Assertiveness Concern for Others Low Cooperation High Cooperation   Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976. 1 1

“Whatever you say is okay Accommodating Accommodating- “Whatever you say is okay with me.” Agreeing Appeasing Flattering

Accommodating “Whatever You Say is Okay With Me.” When Appropriate: When the issue is not important to you. You realize you are wrong. You want to respond to the desires of another. When Inappropriate: When you are likely to resent the outcome later. When used to gain acceptance.

AVOIDING Competition Accommodation Avoiding Concern for Self   High Assertiveness Competition Concern for Self Low Assertiveness Avoiding Accommodation Concern for Others Low Cooperation High Cooperation   Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976. 1 1

Avoiding Denial Avoiding- Ignoring Withdrawing “Conflict, What Conflict?” Denial Ignoring Withdrawing

Avoiding “Conflict, what conflict?” When Appropriate: Passage of time might help Hostile environment- emotions are high When issue is trivial You are powerless or have little power, but want to block the other person Short time and a decision is not necessary Relationship is insignificant When Inappropriate: You care about the issue. Negative feelings may linger (you care about the relationship). When a decision needs to be made

COMPROMISING Competition Avoiding Accommodation Compromise   High Assertiveness Competition Concern for Self Compromise Low Assertiveness Avoiding Accommodation Concern for Others Low Cooperation High Cooperation   Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976. 1 1

Compromising Bargaining Compromising – Reducing expectations “Let’s split the difference.” Bargaining Reducing expectations Provide a little for everyone

Compromising “Let’s Split the Difference.” When Appropriate: When finding some solution is better than a stalemate. When cooperation is important but time and/or resources are limited. When Inappropriate: When you cannot live with the consequences. Finding the most creative solution is essential.

COLLABORATING Competition Compromise Avoiding Accommodation   High Assertiveness Competition Collaboration Concern for Self Compromise Low Assertiveness Avoiding Accommodation Concern for Others Low Cooperation High Cooperation   Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976. 1 1

Collaborating Gather information Look for alternatives “How can we solve the problem?” Gather information Look for alternatives Discussion and disagreement is okay.

Collaborating “How Can We Solve the Problem?” When Appropriate: When both the issue and the relationship are significant. When there is a reasonable expectation of addressing all concerns and reaching a mutually acceptable agreement. When Inappropriate: Time is short. The issues are not important. If either person is not negotiating in “good faith.” When individual legal rights are not protected Power imbalances exist

Resolution of a Conflict Occurs When: The physical well-being of each party is maintained during negotiations and in the resolution reached. Feelings of self-worth of each party are maintained during the negotiation process and in the resolution reached. Each person respects or tolerates the other party as a person person while understanding that this does not imply approval of that party’s morals or values. All relevant facts and available and technical information are considered and used by the persons in reaching the resolution. The resolution reached was chosen by each party even though other options were available.

Conflict Management Strategies Functional Conflict Resolution Handling conflict by compromise or collaboration between parties. Compromise: each party is concerned about their goal accomplishment and is willing to engage in give-and-take exchange to reach a reasonable solution. Collaboration: parties try to handle the conflict without making concessions by coming up with a new way to resolve their differences that leaves them both better off. Managers also must address individual sources of conflict.

Conflict Management Strategies (cont’d)

Conflict Management Strategies (cont’d)

Negotiation Strategies for Integrative Bargaining