1. Copyright 2003, Dr. Larry W. Long1 Chapter 8 Conflict Management by Dr. Larry W. Long

2. Copyright 2003, Dr. Larry W. Long2 Consequences of Conflict DYSFUNCTIONAL  Coalitions, Isolation, & lower participation  Gatekeeping  Deception  Lowered satisfaction  Lowered productivity  Compliance reliance FUNCTIONAL  Cohesion  Greater motivation  Better problem solving  Goal attainment  Benefits for others  Reality adjustment

3. Copyright 2003, Dr. Larry W. Long3 Defining Conflict ConflictConflict –Two or more competing, often incompatible, responses to a single event

4. Copyright 2003, Dr. Larry W. Long4 Identifying Conflict Differentiate between symptoms and causes Requires value- system definition –Conflict often arises because people hold different values A precondition to effective conflict management

5. Copyright 2003, Dr. Larry W. Long5 Locating Conflict Conflict must be located before actual management can begin. Locating conflict is similar to problem identification.

6. Copyright 2003, Dr. Larry W. Long6 Conflict Locations Intrapersonal Interpersonal Intragroup Intergroup Intraorganizational Interorganizational

7. Copyright 2003, Dr. Larry W. Long7 Communication induced conflict... occurs when different information exists.... different problems and solutions are identified.... different behavior regulation strategies are preferred.... different conflict management strategies are preferred.

8. Copyright 2003, Dr. Larry W. Long8 Localizing Conflict Specifically define the boundaries of the conflict. Nurture conflict when functional; Reduce when dysfunctional Ability to locate and assess conflict will determine effectiveness of regulation.

9. Copyright 2003, Dr. Larry W. Long9 Evidence of Conflict Occurs Intrapersonal? Interpersonal ? Intragroup ? Intergroup ? IntraOrg ? InterOrg ? No Yes No Information Management Conflict Management Problem/Solution Identification Behavior Regulation Select A Strategy Select A Strategy Select A Strategy Select A Strategy Yes Conflict/Communication Location Matrix

10. Copyright 2003, Dr. Larry W. Long10 Strategies for Managing Conflict Power: Both advocate -- win-lose Compromise: Middle-ground solution sought -- lose-lose Creative Alternative: search for consensus -- win-win

11. Copyright 2003, Dr. Larry W. Long11 Strategy for Managing Conflict Some tactics can be used in either situation, but certain elements of third- party intervention are distinctive: –Collaboration –De-escalation –Facilitation

12. Copyright 2003, Dr. Larry W. Long12 Tactics for Managing Conflict –Focus and contain conflict –Control levels of threat –Clarify management policies on communication –Identify conflict early –Balance dependencies –Evaluate motivational preference –Use appropriate strategies

13. Copyright 2003, Dr. Larry W. Long13 Personal Conflict Styles Influence the way conflict is identified, defined, located and localized. Determine if conflict will be escalated, maintained, reduced, or avoided. Are characterized by a desire to satisfy one’s own interests. 1040-A

14. Copyright 2003, Dr. Larry W. Long14 Personal Management Styles Assertiveness Toward Own Goals HIGH LOW Responsiveness Toward Other Party’s Goals HIGH “DRIVER” Power Strategist (Dominator) “ANALYTIC” Avoidance/”Slow-paced” Strategist (Neglecter) Compromise Strategist (Compromiser) “EXPRESSIVE” Creative Alternative Strategist (Integrator) “AMIABLE” Accommodation Strategist (Appeasement)

15. Copyright 2003, Dr. Larry W. Long15 What Kind of Manager Are You? Are you highly competitive? –You might be a gaming manager. Characteristics: –Competitive –Conflict strategy is win-lose –Clear distinctions between supervisors and subordinates –Driver social style - pushy, severe, tough, strong-willed

16. Copyright 2003, Dr. Larry W. Long16 What Kind of Manager Are You? Are you overly sensitive? –You might be a tentative manager. Characteristics: –Desire to keep people happy –Conflict strategy is appeasement –Negatively view conflict –Amiable social style

17. Copyright 2003, Dr. Larry W. Long17 What Kind of Manager Are You? Are you a performer? –You might be an idealistic manager. Characteristics: –Believes every problem has solution –Conflict Strategy is win-win –Endeavor to be an active leader –Expressive social style: manipulative, excitable, friendly, a bit dramatic

18. Copyright 2003, Dr. Larry W. Long18 What Kind of Manager Are You? Are you adaptive? –You might be a versatile manager. Characteristics: –Possess ability to adapt to others –Conflict strategy varies depending on situation –Multidimensional thinkers –Tolerant of ambiguity –Flexible