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Conflict
Summary
As people with different backgrounds, interests, visions, values, needs and ideologies interact, a variety of conflicts often develop. A contemporary perspective on conflict recognizes that conflict is neither inherently good or bad but can be either depending on how it is dealt with.
Thus in dealing with conflict the critical issue is not so much the conflict itself but how it is managed.
Learning Objectives
1. Understand the nature of organizational conflict, its sources, and the way it arises between stakeholders and subunits 2. Identify the mechanisms by which managers and stakeholders can obtain power and use that power to influence decision making and resolve conflict in their favour
What is Organizational Conflict? The clash that occurs when the goal-directed behavior of one group blocks or thwarts the goals of another Although conflict is often perceived as something negative, research suggests that some conflict can actually improve organizational effectiveness
Can overcome inertia and lead to learning and change
Pondys Model of Organizational Conflict Conflict is a process that consists of five sequential stages Stage 1: Latent conflict: no outright conflict exists, but there is a potential for conflict because of several latent factors
Sources of conflict include:
Interdependence Difference in goals and priorities Bureaucratic factors Incompatible performance criteria Competition for scarce resources
Pondys Model of Organizational Conflict (cont.) Stage 2: Perceived conflict: subunits become aware of conflict and begin to analyze it
Conflict escalates as groups battle over the cause of conflict
Stage 3: Felt conflict: subunits respond emotionally to each other, and attitudes polarize into us-versusthem
Cooperation between units decreases What began as a small problem escalates into huge conflict
Pondys Model of Organizational Conflict (cont.) Stage 4: Manifest conflict: subunits try to get back at each other
Fighting and open aggression Passive aggression doing nothing Organizational effectiveness suffers
Conflict
Functional Conflict
Dysfunctional conflict
A functional conflict is a confrontation Between groups that enhances and benefits the organizations performance. Functional conflict can contribute to Creativity, innovation, and improved decision-making among other benefits.
Dysfunctional conflict, on the other hand, Is that which harms the organization or hinders the achievement of organizational goals .
Macro
Conflict
Intra-individual Conflict
Frustration Model Goal Conflict
Role Conflict and Ambiguity
Sources of Interpersonal Conflict Personal differences Information deficiency Role Incompatibility Environment Stress
Johari Window
Known to self
Not known to self
Known to others
Open area
Blind area
Hidden area
Unknown area
The interdependent nature of the relationship between work groups Differences in goals Differences in perceptions
Reactions to Conflict
Competing Collaborating Avoiding Accommodating Compromising
Managing Conflict
Organizational conflict can escalate rapidly and sour an organizations culture
Managing conflict is an important priority
Organizations must balance the need to have some good conflict without letting it escalate into bad conflict Choice of conflict resolution method depends on the source of the problem
Managing Conflict: Resolution Strategies (cont.) Acting at the level of attitudes and individuals
Establish a procedural system that allows parties to air their grievances
Important for conflict between management and unions
Use a third-party negotiator Exchange/rotate/terminate individuals CEOs can also use their power to resolve conflicts and motivate units to cooperate
HARD
Participants are adversaries.
The goal is victory. Be hard on the problem. Distrust others. Dont have to talk Dig in your position. Open with an extreme position Concede stubbornly Wont/threats
Make concessions to cultivate the relationship. Be soft on the people. Trust others. Make offers. Have to talk
Negotiation Skills
People : Separate the people from the problem. Interests: Focus on interests, not positions. Options: Generate a variety of possibilities before
before deciding what to do
Options
Create Value
If Yes
If No
BATNA
Legitimacy
Commitment
Claim Value
TYPICAL PREPARATION
Gather facts Create Positions
Preparation
COMMON DIFFICULTIES
Risks a too-narrow focus, rigidity, and aversion to learning Information overload Scripted, unpersuasive: crafted to justify our views rather than change theirs Often unrelated to a reality-tested, walk-away alternative Places commitment before anything else, limits option creation
Options
Alternatives
Commitment
What is our authority? Theirs? What do we aspire to? What can we live with? What kind of commitment do we want at each stage of the negotiation process? Conditional agreement? Joint recommendation? Framework agreement? List of interests, options? Process agreement?
Relationship
How is it today, and how would we like it to be in the future?
What actions can we take to build the relationship without conceding or buying the relationship?
Look for fair procedures Use the Test of Reciprocity Be sure that you are open to persuasion Ensure Good Two-Way COMMUNICATION Negotiate the process Balance advocacy and inquiry Speak for yourself, not for them Listen and demonstrate that you have heard Test operating assumptions
(Let me show you why/where this came from) Before countering, inquire (Why? Based on what?)
Deal with RELATIONSHIPS and substance, each on its own merits Be unconditionally constructive on the
relationship Trustworthy, even if not trusting Understanding, even if not agreeing Accepting the person, even if not their behavior Separate the people from the problem Use interests, options, legitimacy to address the problem Discuss relationship issues separately and explicitly CCBD Consider Consulting Before Deciding
SOFT
HARD
Focuses on positions, ignores INTERESTS Ignores LEGITIMACY Mixes inventing and deciding - limits OPTIONS Places COMMITMENT before listening One-way COMMUNICATION Ignores real world ALTERNATIVES
Not losing
No one is happier
Avoid confrontation
Get any deal Just dont get cheated
Complex negotiations
Repeat over time Multi-issue Multi-party
Intangible Factors
Tangible Factors
3. 4. 5. 6.
Leaves no joint gains on the table: is among the best of many OPTIONS Uses LEGITIMACY: objective criteria or transparent processes allow parties to view mutual decisions as fair and sensible Contains COMMITMENTS that are well-planned, mutually understood, and operational Is reached efficiently with effective COMMUNICATION
7.
Conflict outcomes
I want you to:
Lose Win 2
Lose
I want to:
1 Lose- Lose 3
Lose-Win
4 Win-Win
Win
Win-Lose
Thank You