1. The Nature of Conflict

2. Performance Competencies
After you have finished reading this chapter, you will be able to:
Describe the general nature of conflict
Describe the costs of unresolved conflicts in organizations and among individuals
Articulate a definition of conflict
Differentiate between positional and interest-based approaches to addressing conflict

3. How Does Conflict Affect Us?
The win/lose paradigm of conflict is pervasive in our culture, as evidenced by:
Global Conflict Politics Depictions in TV, movies, games, other media Lawsuits
Neighbor disputes Employment disputes Uncivil discourse Social Media Strained relationships

4. Is Conflict Bad?
These responses, though appropriate under some circumstances, are often not wholly constructive in resolving conflict:
Avoidance – generally out of fear
Accommodation – conceding often at the sacrifice our own interests
Competition – often at the cost of maintaining positive relationships
Compromise – we win some, but also lose some

5. A Better Response: Collaboration
Collaboration encourages a focus on both:
Achieving the best outcome for both parties; and
Supporting the on-going relationship between the parties

6. Is Conflict Bad?
We often fail to engage in collaborative approaches because of our perception that achieving both positive outcomes and supporting relationships is possible
Change this perception and we change our outlook about what may be achieved
Conflict is neither good nor bad; instead, conflict can offer opportunities for change and positive outcomes

7. A Deeper Look at Conflict
Conflict involves
Interdependent parties – we are often in conflict because one party needs something from the other
Incompatible interests – perception that one party’s wants, needs, values and goals cannot be met except by exclusion of other party’ s interests
Competition – perceive conflict as win-lose proposition

8. The Solution: Communicate!
If parties dig deeper into why they are in conflict, they may uncover underlying interests that have not been addressed
They may also learn that their interests are more compatible than they initially realized

9. Two Approaches to Addressing Conflict: Positional & Interest-based
Parties hold firm to positions
No concern about exploring underlying interests
Typically, a contest of wills
Not effective if on-going relationship with other party matters

10. Two Approaches to Addressing Conflict: Positional & Interest-based
Takes into consideration underlying needs, wants, values and goals of the parties
More efficient than positional approaches because it eliminates game playing
Focuses on:*
Preserving, even improving, parties’ relationship
Meeting legitimate interests of both parties
Resolving conflicting interests fairly
Durability, i.e., lasts beyond the hand shake
Taking account interests of others affected by agreement *(Based on: Fisher, Ury, Getting to Yes)

11. Challenges about Managing Conflict
Not all organizations look to their managers to address conflicts because:
Over-reliance on “professional” conflict management specialists and formal processes instead of reliance on managers “on the ground” who are equipped and empowered to resolve conflicts as they arise
Failure to adopt current management paradigms where managers must take facilitator and/or mediator roles when managing teams

12. The Good News about Managing Conflict in Today’s Organization
There is a clear need for informal, internal conflict resolution specialists who serve in such roles as part of their regular duties
The aspiring manager who demonstrates effective conflict management skills and competencies has a “leg up” for hiring and advancement opportunities
You are capable of mastering the concepts, tools and strategies to effectively manage conflict in your organization

13. Class Quiz
Describe five examples in today’s society demonstrating conflict as typically involving winners and losers
Describe the four ways individuals typically respond to conflict that are less effective and the one way that is more effective
List and describe the three components defining conflict
Compare and contrast interest-based and positional approaches to resolving conflict

14. Case: Confrontation vs. Cooperation (Class Discussion)
Overview: Joe (manager) observes conflict between Tina (customer service rep.) and Maria (customer) and must step in to restore a damaged customer relationship
Read Case and Role Profiles
Case questions:
Should Joe take a positional bargaining approach by apologizing for Tina’s rudeness and inconvenience but holding firm on the store’s policy?
Or should he seek a win/win by accepting the return, even though it goes against store policy, in exchange for restoring Maria’s goodwill and the hope of gaining repeat business?
Is there a third approach?
Which approach would you use? Why? Defend your answer