Using Conflict Management to Resolve Workplace Issues Carolyn M. Burrell

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

What is Conflict? Workplace Definition: A situation in which each party seeks a position (end result) perceived to be incompatible with the wishes of the other; or… Workplace: Conflict is a situation in which each party seeks a position (end result) perceived to be incompatible with the wishes of the other; or, each party seeks to achieve an agreed upon goal using a means that is perceived to be incompatible with the wishes of the other party.

What is Conflict, cont. …each party seeks to achieve an agreed upon goal using a means that is perceived to be incompatible with the wishes of the other party.

Sources of Conflict Data Strategies Lack of information Misinformation Differing views of what information is relevant Differing views about how data is collected Strategies Provide information Agree on what information is relevant Reach agreement on how to collect the data

Sources of Conflict Interests/Goals Strategies Goals, needs of parties to the dispute Perceived or actual differences in hoped for outcomes Psychological interests – what has to be addressed for resolution Strategies Focus on interests, not positions Expand options

Sources of Conflict Structural Strategies Unequal Control – ownership or distribution of resources Unequal power or authority (peers or supervisors) Roles and responsibilities Time Constraints Strategies Reallocate ownership and control of resources Establish fair, mutually acceptable decision-making process Clearly define, change roles

Sources of Conflict Value Conflicts Strategies Different criteria for evaluating ideas Different lifestyles, ideology and religion Beliefs that tell people right from wrong Strategies Allow parties to agree and disagree Build common loyalty Bridge values Turn positions into interests

Sources of Conflict Relationship Strategies Strong emotional reactions to each other Misconceptions or stereotypes about other party Poor communications/ miscommunications Distrust History of conflict Strategies Clarify perceptions Improve communications-learn from the past Keep your word Learn from the past

Sources of Workplace Conflict EEO Issues (race, national origin, age, religion, sex, color, disability) Labor Relations Performance and behavior issues, poorly-managed expectations Application of personnel policies Interpersonal problems (employee/employee, supervisor/supervisor) Sexual Harassment Change: downsizing, consolidation, turmoil, distrust, tension

Interest Based vs. Positional Negotiations Reach Resolution Position is to Meet Needs Articulated First “Win-win” Information flow is: Open Shared Honest Active listening Look for ways to cooperate Polite Trust “Win/lose” Information withheld/secrecy valued Indirect communications Cannot be negotiated More adversarial One way communication “Point fingers”/blaming Person thinking about what they’re going to say next while other person talking Defensive posture/distrust

Conflict Styles and Strategies Avoiding – “Conflict, what conflict?” Accommodating – “Whatever you say is okay with me.” Strategies Used: Denial Ignoring Withdrawing Agreeing Appeasing Flattering

Conflict Styles and Strategies Competing – “My way or the highway.” Collaborating – “How can we solve the problem?” Strategies Used: Control Outwit Coerce Fight Gather information Look for alternatives Discussion and disagreement is okay.

Conflict Styles and Strategies Compromising –“Let’s split the difference.” Strategies Used: Bargaining Reducing expectations Provide a little for everyone

Avoiding “Conflict, what conflict?” When Appropriate: 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).

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.

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. When Inappropriate: When it is important to get cooperation from others. When the self respect of others is diminished. When used to an excess.

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. When Inappropriate: Time is short. The issues are not important. If either person is not negotiating in “good faith.”

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.

Cessation vs. Resolution of the Conflict When is a Conflict Over? Cessation vs. Resolution of the Conflict

Cessation of a Conflict Occurs When A party is at a disadvantage and decides to withdraw, expecting to resume the conflict when conditions are more favorable. One party is overwhelmed by the other’s power and either gives in temporarily or withdraws from the dispute. One party passively accepts whatever terms the party demands, but has not expectations of complying with them.

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 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.

“Never Expect Anyone To Engage In A Behavior That Serves Your Values Unless You Give That Person Adequate Reason To Do So.”