Conflict Management: Getting to Yes Hun Myoung Park, Ph.D., International University of Japan

What Is Conflict? “Process which begins when one party perceives that another has frustrated, or is about to frustrate, some concern of his’“ (Thomas, 1976: 891) Aberration, breakdown, outbreak, etc.

Conflict Everywhere Conflicts everywhere and everyday Inevitable in organizations “Cooperation is too fragile and fleeting, purposiveness is too elusive, conflict is too frequently and too intensely directed…” (Pondy 1992: 259)

Diversity of Conflict Among Individuals Among groups (ethnic groups, interest groups, etc.) Among departments and agencies Among countries

Type of Conflict Pondy (1967) Bargaining conflict (interest group relationship in competition) Bureaucratic conflict (superior-subordinate relationship under vertical or hierarchical dimension) Systems conflict (lateral or functional relationship)

Sources of Conflict Organizational culture, values, goals Structures, task, functions Power, leadership Communication (misunderstanding) Environmental pressure Demographics (e.g., ethnic group) Personalities Etc.

Consequences of Conflict Loss of productivity Low motivation Turnover Violence … All negative consequences?

Is Conflict Destructive? Not necessarily destructive but even required to survive (Robbins 1978) “[C]onflict plays in balancing opposing tendencies and preserving diversity” (Pondy 1992: 261) Some conflict, stress, and tension are necessary for productivity (Boulding 1962)

Conflict As Episode Pondy (1967: 298) Conflict is not a one-shot game or event A dynamic process “Each conflict … is made up of a sequence of interlocking conflict episodes” “[E]ach episode exhibits a sequence or pattern of development” “Conflict may be functional” “Conflict is intimately tied up with the stability of the organization.”

Conflict Episodes 1 Pondy (1967) Latent conflict  perceived  felt  manifest  conflict aftermath Latent Conflict. Conditions set the stage and conflict waiting to happen. Perceived Conflict. People may sense conflict but may downplay or deny it. Felt Conflict. Conflict is experienced as discomfort, such as with tension or anger.

Conflict Episodes 2 Manifest Conflict. Conflict becomes open warfare (figuratively or actually) with a winner and loser. This is the time for intervention; conflict is destructive if not channeled. Conflict Aftermath. This is the stage after the outbreak, when results (or its alternative) are evident. Conflict often breeds more conflict and, when it does, that conflict is likely to take on a life of its own.

Manager’s Role? “As an ‘orchestrator’ of conflicts” (Pondy 1992: 261) “Conflict is not necessarily bad or good” (Pondy 1967: 319) Manage conflict so that it is not destructive to organizations. Managing conflicts rather than resolving conflicts. (conflict management > conflict resolution)

Thomas’ (1976) Stages Five stages or phrases in internal dynamics of the process conflict model Frustration Conceptualization Behavior Interaction (consequences of behavior) Outcomes (short-term/long-term)

Thomas’ (1976) Strategies Avoidance (ignore or withdraw from the conflict) Accommodation (cooperate and make concessions to the other party’s needs) Compromise (exchange of concessions and cooperative responses) Competing (force, outdo, or defeat the other party w/o any appreciable accommodation) Collaborating (work together)

Thomas’ (1976) Strategies

Getting To Yes Fisher, Ury & Patton(1981, 2011) Positional bargaining Soft bargaining Hard bargaining Principled negotiation

Position vs. Interest Position as (ostensible) assertion or offer to be insisted Interest as a ultimate goal (reason) to be pursued Position and interest overlap sometimes but not always A party has multiple interests Interests may have a hierarchical structure 20

Four Strategies Principled negotiation has four strategies Separate the people from the problem Focus on interests, not positions Invest options for mutual gain Insist on using objective criteria

Problem > People Separate the people from the problem People have emotions, deeply held values, and different backgrounds Don’t blame them for your problem Don’t react to emotional outbursts Listen actively Speak about yourself not about them Build a working relationship

Interests > Positions 1 Focus on interests, not positions Ask “why” and “why not” to recognize interests of both parties Both have multiple interests Security, well-being, sense of belonging, recognition, controllability Acknowledge interests in the problem Put the problem and give your answer

Interests > Positions 2 Israel occupied Egyptian Sinai Peninsula Position: To have Sinai Peninsula Israel’s interest: national security by discouraging Egyptian tanks there Egypt’s interest: sovereignty (my territory since Pharaohs) Solution: To demilitarize the peninsula

Options > Single Answer Invest options for mutual gain Avoid premature judgment, single answer, and assumption of a fixe pie Separate inventing from deciding Broaden your options Look for mutual gains Make their decision easy by offering a legitimate option

Objective Criteria Insist on using objective criteria Develop Independent standards (fair standards, fair procedures) Market values, precedent, scientific judgment, professional standards, efficiency, costs, moral standards, equal treatment, tradition, reciprocity Taking turns, drawing lots, letting others decide

Exercise 1 A hair in my drink at a restaurant Customer: I want to talk to your manager. (Don’t yell at the waitress or use violence) Manager: I am the manager here. Probably my staffer appears to make a mistake. How can I help you? (Don’t say aggressively)

Exercise 2 Customer: (After explaining what happened with keeping your cool) It is not pleasant to have such drink and it is a terrible mistake made by your staffer. (Don’t criticize the staffer or manager personally) Manager: I understand what you are feeling. Obviously it is our fault. I am so sorry for that.

Exercise 3 Customer: Then how do you figure out this issue? Manager: I have never experienced this case, but I will bring new drink for you. Customer: (Being interested in leaving the restaurant without payment) What is your policy in this case?

Exercise 4 Manager: (After checking the policy), we usually provide new drink or allow the customer to choose another at the same price. Customer: I see. But I heard that a customer, in this circumstance, can leave without payment and/or ask compensation as well. What do you think about these options?

Exercise 5 Manager: I understand but our policy does not include such options. Customer: I got you but it sounds too bad. Recently one of my friends uploaded a picture of poor service to social media and sued the restaurant. But this action is not unusual but common in society. Manager: But it is costly and time consuming for you

Exercise 6 Customer: (Keeping his cool) Yes, you are right. But your cost and risk appear to be higher than mine. I don’t want to give you hard time but to figure it out in a gentle way. Manager: Then what do you want me to do? Customer: I want to get out of here.