1. Introduction to conflict management
Organizational psychology
Lecture 6

2. 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

3. 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

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

5. 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

6. 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

7. 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

8. 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

9. 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

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

11. 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

12. 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.