1. Conflict Management: Techniques for Resolution
Chapter 8
Conflict Management: Techniques for Resolution

2. Chapter 8 Objectives
Define conflicts, explain why they are increasing in the workplace, and identify techniques to manage them.
Explain the emotional intelligence as well as the problem-solving and communication skills needed to manage conflict.
Manage angry and hostile individuals.
Manage conflict within work groups.
Understand the methods organizations use to manage conflict.
Chapter 8 Conflict Management: Techniques for Resolution

3. Conflict Defined
Conflict is a mental struggle resulting from incompatible or opposing needs, drives, wishes, or external or internal demands.
Conflict exists in today’s workplace because of:
Rapid change
Increasing complexity of work
Economy that pushes companies to do more with less
Diversity of employees in the workforce
Availability of more options and information with which to make decisions
Chapter 8 Conflict Management: Techniques for Resolution

4. Conflict Defined (cont.)
Workplace conflict can be positive if channeled in a healthy, open, and positive way.
Conflict can:
Result in a better understanding of other people
Lead to an improved solution to some problem or challenge
Force the development of a major innovation or new idea
A lack of conflict can indicate problems within the organization.
Chapter 8 Conflict Management: Techniques for Resolution

5. Conflict Defined (cont.)
An organization that successfully promotes healthy conflict will:
Set clear expectations for healthy conflict
Encourage conflict around ideas and issues
Expect people to use data and facts to support opinions and recommendations
Not tolerate personal attacks
Reward, recognize, and thank people who are willing to take a stand
Chapter 8 Conflict Management: Techniques for Resolution

6. Conflict Defined (cont.)
Unresolved conflict can be destructive.
Signs of unresolved conflict can include:
Loss of productivity
Increased absenteeism
Workplace bullying
Injury and accidents
Employee turnover
Grievances and litigation
Increased customer complaints
Chapter 8 Conflict Management: Techniques for Resolution

7. Conflict Defined (cont.)
To handle conflict, individuals and organizations rely on the principles of conflict management.
Conflict management is a process in which the parties collaborate and work together to reach a solution that is agreeable to all.
Chapter 8 Conflict Management: Techniques for Resolution

8. Conflict Defined (cont.)
Use these suggestions to help minimize conflict:
Use strong communication skills to lessen the possibility you are causing conflict.
Listen carefully for areas of agreement and build on them.
Use conflict management skills to defuse conflict between yourself and others.
Be a third-party conflict manager—use conflict management skills to help others who are in conflict.
Chapter 8 Conflict Management: Techniques for Resolution

9. Conflict Defined (cont.)
The ability to manage conflict greatly impacts the organization and human relations system.
Conflict management requires:
Strong emotional intelligence
Good communication skills
Good problem-solving skills
Chapter 8 Conflict Management: Techniques for Resolution

10. Emotional Intelligence and Skill Sets
Self-regulation and empathy are components of emotional intelligence vital to conflict management.
Self-regulation skills include:
Trustworthiness
Self-confidence
Integrity
Fairness
Benevolence
Chapter 8 Conflict Management: Techniques for Resolution

11. Emotional Intelligence and Skill Sets (cont.)
Emotional Intelligence (cont.)
Empathy:
Empathy means respecting differences and sensing the feelings and perspectives of others.
Develop empathy by listening carefully to others and imagining yourself in their shoes.
Empathizing with someone does not mean you agree with him or her but that you understand his or her viewpoint and feelings.
Chapter 8 Conflict Management: Techniques for Resolution

12. Emotional Intelligence and Skill Sets (cont.)
Skill Sets for Resolving Conflicts
Active listening:
Active listening skills allow you to focus on others’ wants and needs without judging or interrupting.
If you listen to the other person’s side of the argument, he or she is more likely to listen to yours.
Focusing on needs:
Don’t assume you know the needs of the other party.
To identify needs, take big problems and break them down into small ones.
Chapter 8 Conflict Management: Techniques for Resolution

13. Emotional Intelligence and Skill Sets (cont.)
Skill Sets for Resolving Conflicts (cont.)
Developing and analyzing options:
Good options are developed through active participation by all parties.
Good options:
Meet the needs of all parties
Allow the parties to save face
Are based on objective standards
Chapter 8 Conflict Management: Techniques for Resolution

14. Emotional Intelligence and Skill Sets (cont.)
Skill Sets for Resolving Conflicts (cont.)
Developing and analyzing options (cont.):
Reality checking is a way to explore the consequences of possible solutions to find options that are in the interests of both parties.
Win-win options are those that satisfy interests of both parties.
Saving face refers to maintaining a good image.
Objective standards are rules of thumb that are developed by others not involved in the conflict.
Chapter 8 Conflict Management: Techniques for Resolution

15. Managing Angry Confrontations
To deal with a loud, aggressive customer or coworker:
Try not to take the confrontation personally.
Speak softly.
Deal with emotions first.
Listen actively.
Don’t inflame the situation.
Chapter 8 Conflict Management: Techniques for Resolution

16. Managing Conflict in Groups
Conflict in work groups can involve single team members or the team as a whole.
Causes of conflict may be:
Mutual antagonism
Organizational reliance
Goal ambiguity
Labor-management disputes
Unclear roles
Chapter 8 Conflict Management: Techniques for Resolution

17. Managing Conflict in Groups (cont.)
Mutual antagonism:
Conflicts may arise within the team or between teams.
Within the team, a conflict may occur between a supervisor and a subordinate or between any two or more team members.
Organizational reliance:
Conflict may arise between teams that rely on each other if one team does not perform well.
Chapter 8 Conflict Management: Techniques for Resolution

18. Managing Conflict in Groups (cont.)
Goal ambiguity:
Team goals may differ from the goals of the organization.
Labor-management disputes:
Conflict may be based on roles that labor and management feel it necessary to portray.
Unclear roles:
Conflict can result from uncertainty or instability brought on by constant changes in roles and missions.
Chapter 8 Conflict Management: Techniques for Resolution

19. Figure 8.1 Group Conflict Resolution Options
Competing
When an unpopular decision needs to be made, there is no likelihood of change, or resolution is needed immediately
Accommodating
When maintaining relationship outweighs everything else, time is limited, or harmony is of utmost importance
Avoiding
When issue is trivial, stakes are not high, or there is little chance of getting what you want
Compromising
When issues are important/complex with no clear solutions or conflicting people are equal in power
Forcing
Collaborating
When maintaining a relationship is important, time is not a concern, or peer conflict is involved
Chapter 8 Conflict Management: Techniques for Resolution

20. Managing Conflict in Groups (cont.)
You can develop facilitation skills to help manage group conflict.
A good facilitator works to keep trust, openness, and informality as a foundation for conflict resolution.
Chapter 8 Conflict Management: Techniques for Resolution

21. Managing Conflict in Groups (cont.)
A good facilitator:
Teaches people alternative ways to share information and resources
Encourages brainstorming sessions to allow all ideas to flow
Helps tie together comments, questions, and concerns
Ensures all participants are aware of decisions being reached
Chapter 8 Conflict Management: Techniques for Resolution

22. Managing Conflict in Groups (cont.)
A good facilitator (cont.):
Involves all participants
Stays process and goal oriented
Remains alert to distractions from the topic
Discusses controversial issues thoroughly
Is skilled in decision making
Chapter 8 Conflict Management: Techniques for Resolution

23. Organizational Solutions to Conflict
Organizations use methods known as internal dispute resolution (IDR) to deal with conflicts that employees are not able to resolve on their own.
IDR may be informal or formal.
Chapter 8 Conflict Management: Techniques for Resolution

24. Organizational Solutions to Conflict (cont.)
Informal IDR
Open door policies:
Open door means you are free to talk with any level of management at any time.
Human resource departments:
A human resource (HR) department may take note of complaints and work to resolve them.
Complaints of harassment based on race, religion, sex, national origin, age, and disability cannot be kept confidential.
Chapter 8 Conflict Management: Techniques for Resolution

25. Organizational Solutions to Conflict (cont.)
Informal IDR (cont.)
Ombuds:
Ombuds provide informal, confidential help.
Ombuds generally report directly to the head of the organization and are neutral.
Telephone or web hotlines:
Organizations may have hotlines to report problems or conflicts.
You may speak to a live operator or leave a detailed message.
Chapter 8 Conflict Management: Techniques for Resolution

26. Organizational Solutions to Conflict (cont.)
Formal IDR
Grievance procedures:
The grievance procedure provides formal structure and outlines the steps an employee should take to resolve an issue.
Peer review:
The peer review process generally involves volunteer employees who sit on a panel and determine whether a policy or procedure was properly and fairly applied.
Chapter 8 Conflict Management: Techniques for Resolution

27. Organizational Solutions to Conflict (cont.)
Formal IDR (cont.)
Mediation:
Mediation is a voluntary process whereby a neutral third party presides over a formal resolution session.
Mediation components5:
Opening statement by the mediator setting the ground rules
A chance for each party to make an uninterrupted statement
Interchange where parties discuss and work to a resolution; the mediator may hold a caucus to discuss issues with one party in private
Agreement written by all parties if mediation is successful
Chapter 8 Conflict Management: Techniques for Resolution

28. Organizational Solutions to Conflict (cont.)
Formal IDR (cont.)
Arbitration:
In arbitration, the employment dispute is submitted to an impartial person or panel that makes the final decision and may either be voluntary or involuntary.
Parties may agree in advance to resolve future issues through arbitration.
The written decision may or may not be binding and enforceable in court.
Chapter 8 Conflict Management: Techniques for Resolution

29. Organizational Solutions to Conflict (cont.)
Formal IDR (cont.)
Arbitration (cont.):
Arbitration process is more informal and more confidential than a court setting.
Arbitration follows these steps:
Parties submit statements.
Parties attend a hearing and plead their side.
The arbitrator(s) may ask questions.
The arbitrator(s) generates a written decision.
Chapter 8 Conflict Management: Techniques for Resolution

30. Key Terms Conflict Conflict management Third-party conflict manager
Reality checking
Win-win options
Saving face
Internal dispute resolution (IDR)
Open door policies
Ombuds
Grievance procedure
Peer review process
Mediation
Caucus
Arbitration
Binding
Chapter 8 Conflict Management: Techniques for Resolution