1. Business Leadership and Organizational Behavior Conflict Management Craig W. Fontaine, Ph.D.

2. Definition of Conflict  A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about –That point in an ongoing activity when an interaction “crosses over” to become an interparty conflict

3. Organizational Conflict  Organizational Conflict –The discord that arises when goals, interests or values of different individuals or groups are incompatible and those people block or thwart each other’s efforts to achieve their objectives. –Conflict is inevitable given the wide range of goals for the different stakeholder in the organization. Lack of conflict signals that management emphasizes conformity and stifles innovation. Conflict is good for organizational performance although excessive conflict causes managers to spend too much time achieving their own ends.

4. Transitions in Conflict Thought  Traditional View of Conflict –The belief that all conflict is harmful and must be avoided –Prevalent view in the 1930s-1940s  Conflict resulted from: –Poor communication –Lack of openness and trust between people –Failure to respond to employee needs

5. Continued Transitions in Conflict Thought  Human Relations View of Conflict –The belief that conflict is a natural and inevitable outcome in any group –Human relations school advocated acceptance of conflict, which may sometimes benefit a group’s performance –Prevalent from the late 1940s through mid-1970s  Interactionist View of Conflict –The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively –Current view

6. The Effect of Conflict on Organization Performance

7. Forms of Interactionist Conflict Functional conflicts: - Conflicts which are constructively support the goals of the group and improve its performance Dysfunctional conflicts: -Conflicts that destructively hinder group performance or involve personal attack.

8. Types of Organizational Conflict Intra-group Conflict Conflict within a group or team. Inter-group Conflict Conflict between two or more teams or groups. Inter-organizational Conflict Conflict that arises across organizations.

9. Inter-personal Conflict - conflict between individuals Inter-role Conflict - a person’s experience of conflict among the multiple roles in his/her life Intra-role Conflict - conflict that occurs within a single role, such as when a person receives conflicting messages about how to perform a certain role Person–role Conflict - conflict that occurs when an individual is expected to perform behaviors in a certain role that conflict with his/her personal values Types of Personal Conflict

10. The Conflict Process

11. Stage I: Potential Opposition or Incompatibility  Communication –Semantic difficulties, misunderstandings, and “noise”  Structure –Size and specialization of jobs –Jurisdictional clarity/ambiguity –Member/goal incompatibility –Leadership styles (close or participative) –Reward systems (win-lose) –Dependence/interdependence of groups  Personal Variables –Differing individual value systems –Personality types

12. Stage II: Cognition and Personalization  Important stage for two reasons: 1.Conflict is defined Perceived Conflict –Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise 2.Emotions are expressed that have a strong impact on the eventual outcome Felt Conflict –Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility

13. Latent Conflict - Conditions are “ripe” Perceived Conflict - First differences voiced Felt Conflict – Parties feel it – anxious/stress Manifest Conflict – Open conflict! Conflict aftermath – Conflict over Stages of Conflict

14.  Perceptions play a major role in conflicts. People can perceive conflict along several dimensions: Relationship/Task Emotional/Intellectual Cooperate/Win or is it…. Public versus private Formal versus informal Rational versus non-rational The Role of Perception is Conflict

15. Stage III: Intentions  Intentions –Decisions to act in a given way –Note: behavior does not always accurate reflect intent  Dimensions of conflict-handling intentions: –Cooperativeness Attempting to satisfy the other party’s concerns –Assertiveness Attempting to satisfy one’s own concerns

16. Stage III: Intentions (Summary of Styles) Dimensions of conflict-handling intentions: –Competing One seeks to satisfy his/her own interests, regardless of the impact on other parties, one wins and the other losses. –Collaborating Search for cooperation and a mutually beneficial outcome—Win- Win solution. Party solve problems by clarifying differences rather than by accommodating various points of view. –Avoiding One to withdraw or suppress the conflicts. E.g. trying to ignore a conflict and avoid others with whom you disagree. –Accommodating One attempts to place the other conflicting party’s interest above his/her own in order to maintain relationship. More self sacrificing –Compromising Each party to a conflict seeks to give up something to results a compromised outcome. No clear winner or loser.

17. 16 UncooperativeCooperative Assertive Unassertive COMPETINGCOLLABORATING COMPROMISING AVOIDINGACCOMODATING Stage III: Intentions (Summary of St Stage III: Intentions

18. 17 StyleWorksDoesn’t Work COMPETE Quick results Emergencies Adverse decisions (e.g. discipline, cost-cutting) Company policy (where you’re right) Protecting yourself from being taken advantage of Hurts others Makes them mad/ resentful Sabotage/resistance: problems, won’t work, attendance, overtime Credit - Scott Davis. Adapted from the Thomas-Kilmann Conflict Mode Instrument © 2004 Chaos Management, Ltd.  The ability to argue or debate  The ability to influence Skills  Standing your ground  Stating your position clearly  Asserting your opinions and feelings Stage III: Intentions

19. 18 StyleWorksDoesn’t Work COLLABORATE New ideas, insights, “better solutions” Gets commitment Working harder through feelings in a relationship Learning is important—you know you don’t have the solution Lack of time Trivial problem No interest: see no result/benefit, don’t like each other Credit - Scott Davis. Adapted from the Thomas-Kilmann Conflict Mode Instrument © 2004 Chaos Management, Ltd.  Listen  Identify concerns as you are working Skills  Be open  Analyze what is in front of you  Identify interests Stage III: Intentions

20. 19 StyleWorksDoesn’t Work COMPROMISE Projects (division of work: “I’ll do, you’ll do”) Backup to compete or collaborate When trade-offs are necessary—splits difference Scheduling vacations, work hours, etc. Temporary solutions Expedient solutions under time pressure Trade-off causes problems in productivity, quality, customer satisfaction, timeliness, and cost effectiveness Involves strategic decisions and goals Breach of commitments previously reached Violates company policies, norms, goals Credit - Scott Davis. Adapted from the Thomas-Kilmann Conflict Mode Instrument © 2004 Chaos Management, Ltd. Skills  Find middle ground  Make concessions  “Split the difference” Stage III: Intentions

21. 20 StyleWorksDoesn’t Work AVOID Trivial issues or not real issue Need more time Others can solve it better/it is not my role Getting another opportunity to listen, ask questions, get information Potential damage of confrontation outweighs benefits Message not heard Problem does not go away Can cause stress, looks “bad” Skills  Ability to withdraw  Sense of timing  Ability to leave some things unresolved Credit - Scott Davis. Adapted from the Thomas-Kilmann Conflict Mode Instrument © 2004 Chaos Management, Ltd. Stage III: Intentions

22. 21 StyleWorksDoesn’t Work ACCOMMODATE Deadlines Gets results You’re wrong and you know it Helps relationships/builds “bank” You’re outmatched, losing Not important to you—very important to other Harmony is very important Can’t please everyone Taken advantage of— projects, workload, etc. Potential bad direction, ideas Expectations/roles are misunderstood Skills  Ability to forego desires  Ability to yield and keep peace  Ability to apologize gracefully Credit - Scott Davis. Adapted from the Thomas-Kilmann Conflict Mode Instrument © 2004 Chaos Management, Ltd. Stage III: Intentions

23. Stage IV: Behaviors

25. Stage IV: Behaviors (Conflict Resoultion Approach)

26. Stage V: Outcomes  Functional –Increased group performance –Improved quality of decisions –Stimulation of creativity and innovation –Encouragement of interest and curiosity –Provision of a medium for problem-solving –Creation of an environment for self- evaluation and change  Dysfunctional –Development of discontent –Reduced group effectiveness –Retarded communication –Reduced group cohesiveness –Infighting among group members overcomes group goals  Creating Functional Conflict –Reward dissent and punish conflict avoiders

27. Resolution of a Conflict Occurs When: The physical well-being of each party is maintained during negotiations and in the resolution reached. Feelings of self-worth of each party are maintained during the negotiation process and in the resolution reached. Each person respects or tolerates the other party as a person person while understanding that this does not imply approval of that party’s morals or values. All relevant facts and available and technical information are considered and used by the persons in reaching the resolution. The resolution reached was chosen by each party even though other options were available.

28. Individual Differences  Personality Traits –Extroverts and agreeable people weaker at distributive negotiation – disagreeable introvert is best –Intelligence is a weak indicator of effectiveness  Mood and Emotion –Ability to show anger helps in distributive bargaining –Positive moods and emotions help integrative bargaining  Gender –Men and women negotiate the same way, but may experience different outcomes –Women and men take on gender stereotypes in negotiations: tender and tough –Women are less likely to negotiate

29. Global Implications  Conflict and Culture (Example) –Japanese and U.S. managers view conflict differently –U.S. managers more likely to use competing tactics while Japanese managers are likely to use compromise and avoidance  Cultural Differences in Negotiations (Examples) –Multiple cross-cultural studies on negotiation styles, for instance: American negotiators are more likely than Japanese bargainers to make a first offer North Americans use facts to persuade, Arabs use emotion, and Russians used asserted ideals Brazilians say “no” more often than Americans or Japanese