1. Chapter 10 Managing Conflict

2. Conflict at Work Workplace homicide, the fastest growing type of homicide in the U.S., is an extreme example of the 300,000 occurrences of workplace violence reported each year, with even more never documented. Workplace homicide, the fastest growing type of homicide in the U.S., is an extreme example of the 300,000 occurrences of workplace violence reported each year, with even more never documented. According to an American Management Association study, employees spend 25% of their time in some sort of dispute. According to an American Management Association study, employees spend 25% of their time in some sort of dispute. Because managers are in the middle of things, they must regularly deal with conflict. Because managers are in the middle of things, they must regularly deal with conflict. The way conflict is managed determines whether it is motivating or destructive. The way conflict is managed determines whether it is motivating or destructive. Conflict has many costs, but also many benefits. Conflict has many costs, but also many benefits. The challenge is not to eliminate conflict but to manage conflict successfully. The challenge is not to eliminate conflict but to manage conflict successfully.

3. Conflict Premises Conflict and disagreement are normal in human relationships. Conflict and disagreement are normal in human relationships. Conflict may be good. Conflict may be good. The way in which conflict is framed may influence its nature and outcomes. The way in which conflict is framed may influence its nature and outcomes. Relationship/task Relationship/task Emotional/intellectual Emotional/intellectual Cooperate/win Cooperate/win A mutually acceptable solution can often be found. A mutually acceptable solution can often be found.

4. Conflict Premises (Continued) Conflicting parties can take personal responsibility and initiate communications. Conflicting parties can take personal responsibility and initiate communications. Trusting behavior can evoke trusting behavior. Trusting behavior can evoke trusting behavior. Consensus and synergy are likely only when people choose to cooperate rather than compete. Consensus and synergy are likely only when people choose to cooperate rather than compete. Some conflicts cannot be resolved because of emotional impairment. Some conflicts cannot be resolved because of emotional impairment.

5. Causes of Conflict Conflict Competition Over Scarce Resources Ambiguity Task Interdependence Goal Incompatibility Competitive Reward Systems Differentiation

6. A Conflict Model Latent Conflict. Latent conflict is essentially conflict waiting to happen. Latent Conflict. Latent conflict is essentially conflict waiting to happen. Felt Conflict. Felt conflict is experienced as discomfort and tension. Felt Conflict. Felt conflict is experienced as discomfort and tension. Perceived Conflict. Perceived conflict is the awareness that we are in a conflict situation. Perceived Conflict. Perceived conflict is the awareness that we are in a conflict situation. Manifest Conflict. After conflict is perceived and felt, it may or may not become open, or manifest. Manifest Conflict. After conflict is perceived and felt, it may or may not become open, or manifest. Conflict Aftermath. Conflict is likely to breed more conflict and, when it does, that conflict is likely to take on a life of its own. Conflict Aftermath. Conflict is likely to breed more conflict and, when it does, that conflict is likely to take on a life of its own.

7. A Conflict Model (Figure 10-1) Aftermath of Preceding Episode Latent ConflictFelt ConflictPerceived Conflict Environmental Effects Strategic Considerations Conflict Aftermath Manifest Conflict Attention- Focus and Diversion Mechanisms Organizational and Extra- Organizational Tensions Conflict Resolution Mechanisms

8. The Legacy of Conflict at the Dart Group The legacy of conflict is seen in the saga of the Hafts, once called the “most feared family in retailing.” The legacy of conflict is seen in the saga of the Hafts, once called the “most feared family in retailing.” Dart Group founder Herbert Haft fired his wife and older son, Robert, when he read a newspaper article suggesting that his clout was on the wane and that Robert had become Dart’s de facto head. Dart Group founder Herbert Haft fired his wife and older son, Robert, when he read a newspaper article suggesting that his clout was on the wane and that Robert had become Dart’s de facto head. This led to a divorce, lawsuits among family members, and a battle for control of the empire that led to bankruptcy and dismantling the company. This led to a divorce, lawsuits among family members, and a battle for control of the empire that led to bankruptcy and dismantling the company. The battle continued in cyberspace as Herbert and Robert had competing online health products ventures. The battle continued in cyberspace as Herbert and Robert had competing online health products ventures. People close to the family describe the ongoing saga as “never ending.” People close to the family describe the ongoing saga as “never ending.”

9. Conflict Styles Competing. Involves trying to win at the other party’s expense. Generally leads to antagonism and festering resentment. Competing. Involves trying to win at the other party’s expense. Generally leads to antagonism and festering resentment. Avoiding. Attempts to avoid or smooth over conflict situations. Generally unproductive. Avoiding. Attempts to avoid or smooth over conflict situations. Generally unproductive. Accommodating. Involves acceding completely to the other party’s wishes or at least cooperating with little or no attention to one’s own interests. Accommodating. Involves acceding completely to the other party’s wishes or at least cooperating with little or no attention to one’s own interests. Compromising. Involves an attempt to find a satisfactory middle ground (“split the difference”) Compromising. Involves an attempt to find a satisfactory middle ground (“split the difference”) Collaborating. This problem-solving style is mutually beneficial. Requires trust, open sharing of information, and creativity. Collaborating. This problem-solving style is mutually beneficial. Requires trust, open sharing of information, and creativity.

10. Fitting Conflict Style to the Situation (Figure 10-2)

11. Approaches to Conflict Resolution (Figure 10-3) Reduced Conflict Improve Communications Clarify Job Responsibilities Develop Employees’ Negotiating Skills Use Third Parties as Mediators Separate Conflicting Parties Bring Parties Together to Foster Understanding and Cooperation Focus on Larger Goals

12. Sharing a Boat It is sometimes helpful to bring competing parties together so they can get to know each other’s perspectives and practice cooperation. It is sometimes helpful to bring competing parties together so they can get to know each other’s perspectives and practice cooperation. Two Pacific Northwest nonprofit groups used this approach to smooth the waters between environmental and timber interests, battling over preservation of timberland for the spotted owl. Two Pacific Northwest nonprofit groups used this approach to smooth the waters between environmental and timber interests, battling over preservation of timberland for the spotted owl. Ten men who were central to the fight agreed to spend three days guiding an old wooden sailboat through the San Juan Islands in Puget Sound. Ten men who were central to the fight agreed to spend three days guiding an old wooden sailboat through the San Juan Islands in Puget Sound. According to one of the organizers, “It’s a cooperative effort to be on a boat, and that spills over into any kind of discussion.” According to one of the organizers, “It’s a cooperative effort to be on a boat, and that spills over into any kind of discussion.”

13. Korean Conflict Management The way conflict is managed depends on cultural factors. The way conflict is managed depends on cultural factors. Koreans feel harmony is essential in all relationships and situations; this belief is founded in Confucianism. Koreans feel harmony is essential in all relationships and situations; this belief is founded in Confucianism. To achieve harmony, Confucians laid out a hierarchical societal structure and prescribed that individuals should maintain their position. To achieve harmony, Confucians laid out a hierarchical societal structure and prescribed that individuals should maintain their position. Those higher in status have an obligation to maintain or restore harmony among those below them, and they reap respect when they do so. Those higher in status have an obligation to maintain or restore harmony among those below them, and they reap respect when they do so.

14. Communication Guidelines to Build More Productive Relationships Be honest; say what’s on your mind now. Be open. Be honest; say what’s on your mind now. Be open. Be specific; provide examples. Be specific; provide examples. Don’t use the words never and always. Don’t use the words never and always. Listen in depth; reflect and paraphrase what you hear. Listen in depth; reflect and paraphrase what you hear. Ask questions to clarify the meaning of what the other person is saying. Ask questions to clarify the meaning of what the other person is saying. Focus on behavior that the other person controls. Focus on behavior that the other person controls. Maintain good eye contact. Maintain good eye contact.

15. Communication Guidelines to Build More Productive Relationships (Continued) Focus on only one specific issue or behavior at a time. Focus on only one specific issue or behavior at a time. Don’t interrupt. Don’t interrupt. Stay there. Don’t walk away mentally, emotionally, physically, or psychologically. Stay there. Don’t walk away mentally, emotionally, physically, or psychologically. Be direct and tactful. Be direct and tactful. Use I statements rather than you statements (e.g., “When this happens, I feel …” rather than “When you do this, it makes me feel …”). Use I statements rather than you statements (e.g., “When this happens, I feel …” rather than “When you do this, it makes me feel …”). Don’t attack the other person by ridiculing, taunting, or otherwise being rude and hostile. Don’t attack the other person by ridiculing, taunting, or otherwise being rude and hostile. Don’t defend yourself by blaming others, avoiding, or withdrawing. Don’t defend yourself by blaming others, avoiding, or withdrawing.

16. The Bottom Line: Applying the General Conflict Management Process Identify the Basis for Conflict Identify the Basis for Conflict Seek to Understand Others’ Conflict- Handling Styles Seek to Understand Others’ Conflict- Handling Styles Match the Most Appropriate Conflict- Handling Style to the Situation Match the Most Appropriate Conflict- Handling Style to the Situation Reach an Acceptable Resolution to the Conflict Reach an Acceptable Resolution to the Conflict Manage the Aftermath of the Conflict to Main- tain Important Relationships Manage the Aftermath of the Conflict to Main- tain Important Relationships

17. Approaches to Generating Productive Conflict To foster constructive dissent: To foster constructive dissent: Encourage norms that all employees should fully express their concerns, doubts, and ideas. Encourage norms that all employees should fully express their concerns, doubts, and ideas. Form task forces, made up of employees with various perspectives, outlooks, organizational positions, and backgrounds, to examine major problems and make recommendations. Form task forces, made up of employees with various perspectives, outlooks, organizational positions, and backgrounds, to examine major problems and make recommendations. Form subgroups that take different sides on an issue. Form subgroups that take different sides on an issue. Emphasize that it is essential to examine issues critically and to find flaws and problems before competitors and customers do to. Emphasize that it is essential to examine issues critically and to find flaws and problems before competitors and customers do to.

18. Approaches to Generating Productive Conflict (Continued) Sales contests can create competition among marketing employees. Sales contests can create competition among marketing employees. Uncertainty can be induced by assigning different tasks, hiring new personnel, or changing the reward system. Uncertainty can be induced by assigning different tasks, hiring new personnel, or changing the reward system. A devil’s advocate can be given the task of finding faults in proposed solutions so as to avoid a situation in which a group fails to evaluate its choices critically. A devil’s advocate can be given the task of finding faults in proposed solutions so as to avoid a situation in which a group fails to evaluate its choices critically. A scapegoat -- someone who bears the blame for an unpopular action -- may be required to introduce needed changes. Such as person may “shake things up,” “take the heat,” and then be replaced. A scapegoat -- someone who bears the blame for an unpopular action -- may be required to introduce needed changes. Such as person may “shake things up,” “take the heat,” and then be replaced.