CONFLICT MANAGEMENT

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 CONTENTS

1. COMPANY PROFILE
2. INTRODUCTION
3. CONFLICT MANAGEMENT
4. STRATEGIES FOR CONFLICT MANAGEMENT
5. THE CONFLICT MANAGEMENT PROCESS
6. ROLE CONFLICT –Impact on organizations commitment
7. APPROACH TO HANDLE EMPLOYEE CONFLICT
MANAGEMENT
8. DO’S AND DONT’S
Company Profile

Ciena is the network specialist. We collaborate with customers worldwide to unlock the
strategic potential of their networks and fundamentally change the way they perform and
compete. With focused innovation, Ciena brings together the reliability and capacity of
optical networking with the flexibility and economics of Ethernet, unified by a software
suite that delivers the industry’s leading network automation. We routinely post recent
news, financial results and other important announcements and information about Ciena on
our website. For more information, visit www.ciena.com. Total employee strength is
approximately 4000 spread across the world.
 Conflict Management

Definition

A team is a small group of people with complementary skills who are committed to a
common purpose, performance goals, and approach for which they hold themselves
mutually accountable.1 Although student teams may not satisfy all the requirements of the
definition, the degree to which they do often determines their effectiveness.

Rationale
"Students do not come to school with all the social skills they need to collaborate
effectively with others. Therefore, teachers need to teach the appropriate communication,
leadership, trust, decision making, and conflict management skills to students and provide
the motivation to use these skills in order for groups to function effectively."2 Faculty must
take responsibility to help students develop their skills to participate on and lead teams.

Conflict is an inevitable occurrence in projects as in life. The really important question is

how we choose to address conflicts as they arise. Historically, perhaps even innately, most
people immediately interpret conflict as negatively weighted — as bad. Many people also
find that they instinctively hesitate to engage in conflict, often searching for a path to
avoidance. Over the last 30 years or so, much research has been done around the topic of
conflict, and in that time, much of our view has shifted away from conflict as innately
negative toward a more neutral view, in which the impact of the conflict becomes the
defining factor in any judgment of good or bad.
Introduction
Students bring different ideas, goals, values, beliefs and needs to their teams and these
differences are a primary strength of teams. These same differences inevitably lead to
conflict, even if the level of conflict is low. Since conflict is inevitable, one of the ways in
which faculty members can help students improve their abilities to function on
multidisciplinary teams is to work with them to develop their understanding of conflict and
their capabilities to manage and resolve conflict.
• What is conflict and conflict management?
• Why learn more about conflict and conflict management?
• How do people respond to conflict?
• What modes do people use to address conflict?
• What factors can affect our conflict modes?
• How might you select your conflict management style?
• How might you apply this information?
 What is conflict?

Defintions vary, depending on the source of the definition. Psychologists define conflict in
the perspective of intra-mind differences. Sociologists tend to define conflict as differences
between the interests of people or groups, and so it goes. When we examine the common
elements in almost all of these various definitions, we find that a definition of conflict can
be reduced to: “Conflict occurs when there are two or more competing responses to a single
event.” (Cummings, Long, and Lewis 1983) This sort of impact-neutral definition allows us
to focus on the context and sources of conflict rather than exclusively on the result or
impact of the conflict.

Cummings, Long, and Lewis, in their 1983 book, Managing Communication in

Organizations, suggest six contexts for conflict.

1. Intrapersonal - the internal, mental struggle to select from among alternatives.

2. Interpersonal - differences between individuals
3. Intragroup - differences between members of a group pursuing a similar corporate
goal
4. Intergroup - differences between groups with competing goals
5. Intraorganizational - generalized differences in goals or perceptions of various
factions within an organization
6. Interorganizational - differences between organizations (companies or governments)
competing for a similar goal or to advance competing ideologies

Hans Thaimhain and David Wilemon studied and identified seven potential sources of
conflicts in projects, which they went on to correlate with the various phases of the project
life cycle (nitiation, planning, execution, and closure). The seven sources of conflict include
(in order of intensity):

• Schedule conflict
• Conflict of priorities
• Resource conflict
• Technical conflict
• Conflict over administration
• Personality conflict
• Cost conflict
•
What is conflict management?

Conflict may be defined as a struggle or contest between people with opposing needs, ideas,
beliefs, values, or goals. Conflict on teams is inevitable; however, the results of conflict
are not predetermined. Conflict might escalate and lead to nonproductive results, or conflict
can be beneficially resolved and lead to quality final products. Therefore, learning to
manage conflict is integral to a high-performance team. Although very few people go
looking for conflict, more often than not, conflict results because of miscommunication
between people with regard to their needs, ideas, beliefs, goals, or values. Conflict
management is the principle that all conflicts cannot necessarily be resolved, but learning
how to manage conflicts can decrease the odds of nonproductive escalation. Conflict
management involves acquiring skills related to conflict resolution, self-awareness about
conflict modes, conflict communication skills, and establishing a structure for management
of conflict in your environment.

How do people respond to conflict? Fight or flight?

Physiologically we respond to conflict in one of two ways—we want to “get away from the
conflict” or we are ready to “take on anyone who comes our way.” Think for a moment
about when you are in conflict. Do you want to leave or do you want to fight when a
conflict presents itself? Neither physiological response is good or bad—it’s personal
response. What is important to learn, regardless of our initial physiological response to
conflict, is that we should intentionally choose our response to conflict.
Whether we feel like we want to fight or flee when a conflict arises, we can deliberately
choose a conflict mode. By consciously choosing a conflict mode instead of to conflict, we
are more likely to productively contribute to solving the problem at hand.
STRATEGIES FOR CONFLICT MANAGEMENT

As we begin to consider specific strategies for managing conflict, it is appropriate and useful
to revisit the decision-making process model. In his book, Effective Project Management,
Third Edition, Robert Wysocki describes six phases in decision-making. First is Situation
Definition in which the situation is investigated and clarified. Next, there is Situation
Decision Generation where the team identifies and accumulates alternatives. The Ideas to
Action phase is next, when the team defines and agrees on criteria for evaluating and
selecting among the alternatives. Following the Ideas to Action phase is the Decision Action
Plan phase in which the team determines how and when to implement the selected
alternative. Next, Decision Evaluation Planning phase provides a learning opportunity for
the team through the examination of lessons learned relative to the executed decision and its
results. Decision Evaluation Planning also involves the development of plans for
improvement in the future. Finally, Evaluation of Outcome and Process looks at quality of
decision outcomes. This decision process model provides an excellent foundation for any
strategy of conflict management.

The most common elements in any conflict management strategy are the early recognition
of the conflict and keeping attention focused between the conflicted parties. Both of these
elements are important for the management of either functional or dysfunctional conflict.
Clifford Gray and Gary Larson, in their book, Project Management: The Managerial
Process, Second Edition, observe that, “The demarcation between functional and
dysfunctional conflict is neither clear nor precise. The distinguishing criterion is how the
conflict affects project performance, not how individuals feel, as long as the disagreement
furthers the objectives of the project. Then the conflict is functional.” On this basis then, all
approaches to conflict management must seek early identification of the conflict, early
evaluation of the impact of the conflict on the project, and specific plans for encouraging
functional conflict or managing dysfunctional conflict.

Larson and Gray’s list of five strategies for managing dysfunctional conflict provides a good
summary of approaches.

• Mediation. Based on a search for common ground, this strategy provides an

opportunity for negotiation between the parties in conflict. The goal is to identify
multiple possible alternatives and to mutually select one that is acceptable to all
involved parties and in the interest of project objectives. This strategy is based on the
confrontation approach described earlier.
• Arbitration. This strategy requires the project manager to provide a safe and
productive opportunity for the conflicted parties to air their disagreements. After
careful attention and fully listening to each party, the project manager should
formulate, define, and provide a solution to the parties. This strategy is based on the
forcing approach to conflict described earlier. Arbitration can often be effectively
•
 •
• combined with mediation by forcing an initial conflict solution and then allowing the
parties to negotiate to a more mutually acceptable alternative.
• Control. Based on the smoothing approach described earlier, this strategy seeks to
bring tension and emotions down to a level at which productive discussion and
negotiation can
•
• occur. Humor is often an effective tool, as well as the use of temporary breaks or
time-outs in the discussions between conflicted parties.
• Acceptance. The decision can be made that the conflict consequences are negligible
relative to project objectives and, therefore, require no action. This strategy carries
significant risk of later escalation and should be combined with specific plans for
monitoring the situation to ensure that the conflict remains at an acceptable level.
(This strategy is obviously similar to the PMBOK Guide® risk management strategy
of active acceptance.)
• Elimination. Finally, the elimination strategy is reserved for those conflicts that have
become so dysfunctional that the project can no longer tolerate any impacts from
them. Often a last resort, elimination involves the removal of the conflicted parties
from involvement with the project.

What factors can affect our conflict modes?

Some factors that can impact how we respond to conflict are listed below with
explanations of how these factors might affect us.
• Gender Some of us were socialized to use particular conflict modes because of our
gender. For example, some males, because they are male, were taught “always stand
up to someone, and, if you have to fight, then fight.” If one was socialized this way
he will be more likely to use assertive conflict modes versus using cooperative modes.
• Self-concept How we think and feel about ourselves affect how we approach
conflict. Do we think our thoughts, feelings, and opinions are worth being heard by
the person with whom we are in conflict?
• Expectations Do we believe the other person or our team wants to resolve the
conflict?
• Situation Where is the conflict occurring, do we know the person we are in conflict
with, and is the conflict personal or professional?
• Position (Power) What is our power status relationship, (that is, equal, more, or less)
with the person with whom we are in conflict?
• Practice Practice involves being able to use all five conflict modes effectively, being
able to determine what conflict mode would be most effective to resolve the conflict,
and the ability to change modes as necessary while engaged in conflict.
• Determining the best mode Through knowledge about conflict and through practice
we develop a “conflict management understanding” and can, with ease and limited
energy, determine what conflict mode to use with the particular person with whom we
are in conflict.
• Communication skills The essence of conflict resolution and conflict
management is the ability to communicate effectively. People who have and use
effective communication will resolve their conflicts with greater ease and success.
Life experiences As mentioned earlier, we often practice the conflict modes we saw
our primary caretaker(s) use unless we have made a conscious choice as adults to
change or adapt our conflict styles. Some of us had great role models teach us to manage
our conflicts and others of us had less-than-great role models. Our life experiences,
both personal and professional, have taught us to frame conflict as either something
positive that can be worked through or something negative to be avoided and ignored
at all costs.

THE CONFLICT MANAGEMENT PROCESS

The process of conflict consists of five stages.

Ways People Deal With Conflict

There is no one best way to deal with conflict. It depends on the current situation. Here are
the major ways that people use to deal with conflict.
1. Avoid it. Pretend it is not there or ignore it.
a. Use it when it simply is not worth the effort to argue. Usually this approach tends
to worsen the conflict over time.

2. Accommodate it. Give in to others, sometimes to the extent that you compromise
yourself.
a. Use this approach very sparingly and infrequently, for example, in situations
when you know that you will have another more useful approach in the very
near future. Usually this approach tends to worsen the conflict over time, and
causes conflicts within yourself.

3. Competing. Work to get your way, rather than clarifying and addressing the issue.
Competitors love accommodators.
a. Use when you have a very strong conviction about your position.

4. Compromising. Mutual give-and-take.

a. Use when the goal is to get past the issue and move on.
5. Collaborating. Focus on working together.
a. Use when the goal is to meet as many current needs as possible by using mutual
resources. This approach sometimes raises new mutual needs.
b. Use when the goal is to cultivate ownership and commitment.

ROLE CONFLICT – IMPACT ON ORGANISATIONAL COMMITMENT

Conflict affects employee behaviors, work outcomes, reduce creativeness and innovation
and organizational commitment. Intraindividual conflicts are (role conflict, goal conflict and
frustration) significantly related to commitment, and that the higher the levels of role
conflict, goal conflict and frustration, the lower the levels of commitment.

Role conflict (work. family and society) is the most important factor of intra-individual
conflict in influencing employees’ commitment. When the employee feels a mismatch
between his/her formal work role, family role and society role, he/she is likely to be
depressed, because he/she is not able to meet the needs and expectations of all these parties
at the same time. The level of depression will increase as the gap between different parties’
needs and expectation increases. Therefore, he/she tends to show lower levels of
commitment toward the organization, which is one of the parties that causing the conflict.
Role conflict is significantly and negatively related to affective commitment, while being
significantly and positively related to continuance commitment. Simply, the greater the role
conflict reduces employee’s job satisfaction & organizational commitment.

Goal conflict puts pressure on an employee, because he/she has to select between two
mutually exclusive alternatives. If the employee often experiences this pressure in his/her
work, he is likely to be stressed and anxious; therefore, he/she may show lower commitment
levels toward the organization.
That is the higher the goal conflict, the lower the organizational commitment.

Frustration has a significant and negative relationship with organizational commitment.

When the employee is prevented from achieving a certain objective, or satisfying a certain
need, he/she is likely to be depressed, demotivated and unsatisfied. Accordingly, he/she
tends to show lower level of organizational commitment, as he/she gets frustrated.

COMMUNICATION SYSTEM IN ORGANISATIONS LEADS TO CONFLICT

Communication system between manager and employee can lead to conflict.

The manager can counter conflict in supervisor-subordinate relationship, in peer or
intergroup relationship, and in relationship with senior management. The way in which
theses people related through communication system can lead to conflict. There are:

a) Vertical conflict occurs between hierarchical levels, and commonly involves supervisors-
subordinate disagreements over resources, goals, deadlines or performance results.

b) Horizontal conflict occurs between people or groups at the same hierarchical level, and
commonly involves goal incompatibilities, resource scarcities or purely interpersonal
factors.

c) Line staff conflict occurs between line and staff representatives, and commonly involves
disagreements over who has authority and control over certain matters, such as personnel
selection and termination practices.

The more is clear the communication system the less conflict exists which leads to higher
the organizational commitment. Less communication between employees and managers can
lead to three factors of intraindividual conflicts. This will lead to low performance, job
dissatisfaction and reduce organizational commitment.

APPRACH TO HANDLE EMPLOYEE CONFLICT MANAGEMENT

Managers should:

*Listen carefully to employees to prevent misunderstanding.

*Monitor employees work to assist them to understand and coordinate their actions.

*Encourage employees to approach you when they cannot solve difficulties with co-
workers on their own.

*Clear the air with regular meetings that give employees a chance to discuss their
grievances.

*Provide a suggestion box, check it frequently, and personally reply to all singed
suggestions.

Offer as mach information as possible about decisions to minimize confusion and

resentment.

*Use employee surveys to identify potential conflicts that have not yet surfaced.

Some do's and don'ts

If you’re faced with a situation in which an employee seems implacably opposed to

everything you’re trying to accomplish, you might be asking, "What can I do?" Here
are some suggestions. Of course, each situation is different, so you have to devise a
strategy on a case-by-case basis.

Don't ignore the situation for too long

While it’s sometimes wise to let a person blow off steam and sulk for a couple of
days, don’t let things get out of hand. Once you’ve decided an employee is not just
temporarily upset about a decision that didn’t go his or her way, you need to act.
Do confront the employee, politely
Being direct can be very effective. You might start the conversation along these lines:
“Judging from your behavior the past couple of weeks, you’re really angry at me. Tell
me about it.” Then shut up and listen. You have to maintain your poise—resist the
urge to get in a tit-for-tat debate on the person’s grievances.

Don't overcompensate
Overcompensation can take two forms. First, you could spend all your time
apologizing for things that weren’t your fault, acting unnaturally chummy and trying
to bribe the employee by agreeing to his or her wishes, whether or not they make
business sense.

The second type of overcompensating comes in when you decide to return hostility
with hostility and exclude the employee from project discussions or the best
assignments.

Do ask the employee about his or her reaction

A long time ago, I was promoted to a job that four of my new direct reports had also
interviewed for. Three of them wished me luck and worked hard to make me (and the
team) successful. One guy, however, just couldn’t get past being passed over. When I

Asked him about it, he said, “It’s nothing personal, but I’m never going to stop
thinking that I should have had your job.” In reply, I said, “Well, I’m not going
anywhere, so what are you going to do?” He ended up transferring to another group
and getting on with his career.

Remember that, at some level, this is the employee’s problem. Don’t let that person
off the hook. After all, no one has the right to demand that they only work for people
they like.

Don't forget to look at your role in this

Up to this point, we’ve been assuming that the employee has some groundless reason
for not liking you: You didn’t approve a funding request, or you turned down a pet
project. However, what if you’re the one who’s been acting like a jerk, and the
employee is just responding to your behavior? In that case, the employee could be
doing you a favor by warning you of the consequences of continuing to act in such a
fashion.

Do manage your own expectations

Try not to have any illusions about this kind of situation. In most cases, the best you
can hope for is that the person will return to behaving professionally. It probably
won’t mean that you’ll end up entertaining at each other’s houses.