1. Conflict Defined Cold Conflict Hot Conflict functional
little to no emotion
builds consensus
enhances relationships
Hot Conflict
dysfunctional
much emotion
destroys relationships

2. Factors Influencing Hot Conflict
Attitudes
Control imbalance
Outcome importance
Perceptions of:
interdependence
different goals
being kept from goals

3. The Conflict Process Analysis Frustration Conceptualization Behavior
Other’s reactions
Outcome

4. Consequences of Conflict
Decreased productivity
Low morale
Absenteeism
Stress
Turnover
Law suits
Violence

5. Types of Conflict
Interpersonal
Individual - Group
Group - Group

6. Sources of Conflict Hidden
Fear
Embarrassment
Distrust
Hurt
Anger
Uncertainty

7. Sources of Conflict Surface
Interdependence
Jurisdictional Ambiguity
Communication
Culture and Value
Difficult Personalities

8. Types of Difficult People
Aggressive
Tank
Grenade
Sniper
Know-it-all
“No” person
Whiner
Passive
“Yes” person
Bump-on-a-log
‘Round-to-it

9. Angry Customers Aggressive Behaviors Passive Behaviors Warriors
Unloaders
Child
Blamer
Gunny Sacker
Passive Behaviors
Survivalists
Guiltmakers
Pretenders

10. Handling Diversity Disputes
Increase scope of diagnoses
Validate the other groups’ culture and viewpoint
Encourage workplace diversity
Identify power and control imbalances and redistribute where appropriate

11. Individual Differences in Dealing with Conflict
Personality traits versus learned behavior
Relationship of disputing parties
Gender differences
Past conflict experiences
Conflict response style

12. Conflict Response Styles The Sage
Problem-solver
Win/Win orientation
Cooperative problem solving
Emphasis on preserving relationship and meeting own goals as well as that of others

13. Conflict Response Styles The Diplomat
Goal-oriented
Compromising orientation
- provide evidence
- persuasion
Emphases on relationship and each other’s goals

14. Conflict Response Styles The Ostrich
Avoidance
Withdrawal orientation
- quit
- complaining to others
Over-emphasis is on preserving relationship

15. Conflict Response Styles The Philanthropist
Accommodating
- smoothing and
conciliation
High concern for satisfying needs of others

16. Conflict Response Styles The Warrior
Win/Lose orientation
- winning at all costs
Potential problem creator
Focus on own goals

17. Conflict Management Stages Stage 1: Analysis
Determine best strategy to use
Dictation
Arbitration
Mediation
Negotiation
Identify all sources of conflict

18. Conflict Management Stages Stage 1: Analysis
Dictation is best when:
parties are irrational
no trust exists
too angry to be realistic
have mental health issues
alcohol or drugs are involved
when violent behavior is potential
parties have poor communication skills
there are time constraints

19. Conflict Management Stages Stage 1: Analysis
Mediation and negotiation are best when:
parties are rational
parties want to work out a solution together
some trust still exists
there are no time constraints
Arbitration
same as mediation but use when parties get stuck during mediation

20. Ury Negotiation Model Don’t react Don’t argue Don’t reject Don’t push
Minimize escalation

21. Conflict Management Stages
Stage 2: Confrontation
Story telling
Stage 3: Resolution
Problem and sources have been identified
Alternative resolutions are brainstormed
Mutually agreeable solution chosen
Agreement to monitor changes in the future

22. Summary of Conflict Management Stages
Stage 1: Analysis
Decide strategy
dictation
arbitration
mediation/negotiation
Identify all conflict sources
Stage 2: Confrontation
Storytelling
Stage 3: Resolution
Brainstorm solutions
Choose solution
Agree to monitor/change

23. Managing Workplace Conflict Interpersonal Communication Techniques
Active listening
Reflecting
Empathy
Questioning
Highlight common goals
Creating trust
Inquiring silence

24. Managing Workplace Conflict Active Listening Means
Using nonverbal gestures to let employees
know their concerns are being heard.
eye contact
head nodding

25. Managing Workplace Conflict Reflecting Means
Seeking clarification through paraphrasing of what each individual has said.
Open-ended vs. closed-ended questions

26. Managing Workplace Conflict Communication Reminders
Use “I” rather than “you”
Focus on behaviors, not personality
Give clear and specific examples
Explain impact of inappropriate behaviors on others

27. Dealing with Difficult People
Direct Intervention
address behavior
explain impact of behavior on others
Indirect Intervention
positive feedback when appropriate behavior is used
Direct Coping
separate difficult employee from others
Indirect Coping
provide training to others on dealing with difficult personality

28. Effectiveness of Techniques Depends on:
Disputing parties’ communication skills
Conflict perspective
Power distribution
Personal accountability

29. Preventing Workplace Conflict
Well-written job descriptions
Unambiguous policies
Clarification of roles and expectations
Training on new policies
Conflict management training
For teams, clarification of levels of authority

30. Managing Workplace Conflict Steps for Mediation
Step 1: Stabilize the setting
greet parties
use interpersonal communication techniques
confirm neutrality

31. Managing Workplace Conflict Steps for Mediation
Step 2: Help disputants communicate
both parties tell their side without interruption
clarify unclear issues
summarize main problems
focus on areas of agreement
prioritize what needs to be settled

32. Managing Workplace Conflict Steps for Mediation
Step 3: Help parties negotiate
seek cooperation
help them explore alternative solutions
allow venting but no accusations

33. Managing Workplace Conflict Steps for Mediation
Step 4: Clarify their agreement
summarize the agreement terms
state each parties’ role in implementing the agreement (who does what, when, where, how)
explain follow-up process