1. Certification Study Group
Conflict Management

2. What is Conflict?
A process in which one party consciously interferes in the goal-achievement efforts of another
Can be between a supervisor and a worker
Can be between two departmental operatives
Can be between two managers
Can be between departments

3. Conflict is a Natural Organizational Phenomena
Members have different goals
Members compete for scarce resources
Members have diverse backgrounds, education, experiences, interests

4. Conflict is not all Bad Stimulates creativity, innovation and change
Organizations need change to adapt and survive
There should be enough conflict in the organization to keep it responsive and innovative but not so much to hinder performance

5. The Positive Role of Conflict
Conflict may keep your unit responsive and innovative
Conflict
Change
Adaptation
Survival

6. Where do Conflicts Come From?
Communication differences
Encompass those differences arising from misunderstandings and different meanings attached to words
Structural differentiation
Based on where they are in the organization individuals differ over goals, decision alternatives, performance criteria, resource allocation

7. Where do Conflicts Come From?
Personal differences
Value systems
Personality characteristics
Family ties vs. material possessions
Job performance vs. seniority
Background, education, experience, and training mold each individual uniquely
Some personalities just don’t mix

8. Managing Conflict – 5 Methods
Avoidance
Accommodation
Forcing
Compromise
Collaboration
Lose -lose
Win - lose
Win - lose
Lose - lose
Win-win

9. Basic Techniques for Resolving Conflict
Accommodation
Collaboration
High
Compromise
Concern
for
others
Avoidance
Forcing
Low
High
Concern for Self

10. Avoidance Ignore it, withdraw from the conflict
Is the best course of action when the conflict is trivial
Is the best course of action when the potential disruption outweighs intervention
Lose-lose situation

11. Accommodation
In order to maintain harmonious relations, you place another’s needs above your own
You accommodate when it is not all that important to you
You accommodate when you are “Building markers” for a later issue
Win-lose situation

12. Forcing You use your formal authority to resolve the dispute
This method is used when you need a quick resolution
Works well when unpopular actions must be taken on important issues
Works well when commitment by others is not critical
Win – lose situation

13. Compromise Requires each party to give up something of value
Typical in labor contract negotiations
Common in dealing with interpersonal situations
Works best when there is parity in personal power, when it is desirable to achieve a temporary solution to a complex issue, or when time is critical
Lose-lose situation

14. Collaboration The ultimate win-win solution to conflict
Is a problem-solving approach to conflict
Each party/side reevaluates their position on issues, work together to form a joint view or solution
Works well when time pressures are minimal and the issue is too important to compromise

15. Issues Affecting the Selection of a Conflict Resolution Style
Importance of the conflict
Concern over maintaining long-term interpersonal relationships
Speed with which you need to resolve the conflict
Source of the conflict
Communication, personal differences, structural

16. Choosing the Appropriate Resolution Technique
What’s my preferred
conflict-handling
Style?
Avoidance
Accommodation
Forcing
Compromise
Collaboration
What are my goals?
How important is
the conflict?
Is sustaining
supportive
relationships
important?
Is a speedy
resolution important?
What’s the source
of the conflict?
Communication
differences
Structural
Personal