What is conflict ?

11-2

Conflict
Conflict: A process in which one party perceives that its
interests are being opposed or negatively affected by another

party.

Functional conflict serves the

organizations interests while

dysfunctional conflict threatens

the organizations interests.

Different views of conflict

1.
2.

Traditional view - assumes all conflict must be avoided

Human relations view - assumes that all conflict are natural and inevitable outcome in any group

3.

Interactionist view - assumes that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.

11-4

Desired Outcomes of Conflict

Agreement: Strive for equitable and fair agreements that
last.

Stronger relationships: Build bridges of goodwill and

trust for the future.

Learning: Greater self-awareness and creative problem

solving.

Nepalese most: tend to go with the traditional view, often avoid conflict - partly cultural, assumes that the problem may go away if nothing is done about it Some American and European: tends to go with the interactionist view often encourage what may be called positive conflict

Such wide differing views create in its own conflicts: THE CLASHES OF CULTURES

Sources of conflict
Ends (Goals, Task)
Means (Process) Relationships

11-3a

Antecedents of Conflict
Incompatible personalities or value systems. Overlapping or unclear job boundaries. Competition for limited resources. Interdepartment/intergroup competition. Inadequate communication. Interdependent tasks. Organizational complexity.

11-3b

Antecedents of Conflict (continued)

Unreasonable or unclear policies, standards, or rules. Unreasonable deadlines or extreme time pressure. Collective decision making. Decision making by consensus. Unmet expectations. Unresolved or suppressed conflict.

The conflict within and your own response to conflict situations

The more aware you are of your personal style, and the more ways you see of being able to resolve a particular conflict, the more sensitive, flexible, and successful you will be in coping with the problem.

Common Problems in Conflict Management

First, the parties will simply avoid the conflict. This can be damaging, because it can lead to greater problems in the future. It is usually best that the individuals discuss their differences. Second, individuals involved in conflict may blame the other individual. Often, individuals go beyond the specific behavior in question and blame the character of the person. Third adopting a win-lose mentality.

Tips for Managing Conflict

Creative Response (Taking conflict as opportunity rather than problem, creatively responding to it by consciously choosing to see what can be done, rather than focusing on how terrible the situation is) Empathy ( Helping the other person understand that they are being heard and understood) Appropriate Assertiveness ( Being able to state your case without arousing the defenses of the other person, delivering a clean and clear statement of how it is from your side and how you would like it to be)

Tips for Managing Conflict

Managing Emotions
Handling yourself ( Do not deny feelings but express it appropriately, avoid the desire to punish or blame, focus on improving the situation) Handling Others (give attention to positive behaviour, support their real contribution and involvement in the process, disengage from the struggle and help the other party use their power constructively by enlisting cooperation, Support their self worth and autonomy)

CUDSA model
1. Confront the conflict 2. Understand the others position 3. Define the problem(s) 4. Search for and evaluate Alternative solutions 5. Agree upon, implement and evaluate the Best solution

Tips for Employees Having a Personality Conflict

Follow company policies for diversity, anti-discrimination, and sexual harassment. Communicate directly with the other person to resolve the perceived conflict (focus on the tips presented above). Avoid dragging co-workers into the conflict. If dysfunctional conflict persists, seek help from direct supervisors or human resource specialists.

Tips for Third-Party Observers of a Personality Conflict

Follow company policies for diversity, anti-discrimination, and sexual harassment. Do not take sides in someone elses personality conflict. Suggest the parties work things out themselves in a constructive and positive way. If dysfunctional conflict persists, refer the problem to parties direct supervisors.

Tips for Managers Whose Employees Are Having Personality Conflict

Follow company policies for diversity, antidiscrimination, and sexual harassment. Investigate and document conflict. If necessary, attempt informal dispute resolution. If appropriate, take corrective action (e.g., feedback, mediation). Refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions.

The Conflict Iceberg

Issues Personalities Emotions Interests, needs, desires Self-perceptions and self-esteem Hidden Expectations Unresolved Issues from the past

Awareness of Interconnection

The Conflict Process

Stage I Potential Opposition Antecedent Conditions: Structure Communication Personal Variables Stage III Intentions Conflict-Handling Intentions: Competition Collaboration Accommodation Avoidance Compromise Stage V Outcomes Increased Group Performance (Functional Conflict)

Perceived Conflict

Felt Conflict

Overt Conflict: Partys Behavior Others Reaction Stage IV Behavior

Decreased Group Performance (Dysfunctional Conflict)

Stage II Cognition and Personalization

Cognition and Personalization

Stage II Phases Perceived Conflict Felt Conflict

Conflict-Handling Styles
Assertive

Competing
(Forcing)

Collaborating

Assertiveness

Compromising
Unassertive

Avoiding
Uncooperative

Accommodating
Cooperative

Cooperativeness

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Alternative Dispute Resolution (ADR) Techniques

Facilitation: Third party gets disputants to deal directly and
constructively with each other. between disputants.

Conciliation: Neutral third party acts as communication link

Peer review: Impartial co-workers hear both sides and render
decision that may or may not be binding.

Ombudsman: Respected and trusted member of the

organization hears grievances confidentially. own solution.

Mediation: Trained third-party guides disputants toward their

Arbitration: Neutral third-party hears both sides in a court-like

setting and renders a binding decision.

Practical Application: Conflict-Handling Styles

What contingency variables influence the appropriateness of different conflict handling styles?
For each conflict handling style, describe a situation where that style would be the most appropriate

Interpersonal Conflict Handling Styles

Avoiding Style
Unassertive and uncooperative

Forcing Style
Assertive and uncooperative

Accommodating Style
Unassertive and cooperative

Collaborating Style
Assertive and cooperative

Compromising Style
Intermediate level of assertive and cooperative behaviors

When Should the Avoiding Style Be Used to Handle Interpersonal Conflicts?

The issue is of minor or passing importance.

Insufficient information to effectively deal with the

conflict.
Low power relative to the other party.

Others can more effectively resolve the conflict.

When Should the Forcing Style Be Used to Handle Interpersonal Conflicts?

Emergencies requiring quick action.

Unpopular actions must be taken for long-term organizational effectiveness and survival. Self-protective action needed.

When Should the Accommodating Style Be Used to Handle Interpersonal Conflicts?

Need to defuse a potentially explosive emotional

conflict situation. Short-run need to keep harmony and avoid disruption. Conflict is primarily personality based and cannot be easily resolved.

When Should the Collaborating Style Be Used to Handle Interpersonal Conflicts?

Sufficient required interdependence of conflicting

parties. Sufficient parity in power of conflicting parties. Potential for long-run mutual benefits. Sufficient organizational support to take the time and energy for collaboration.

When Should the Compromising Style Be Used to Handle Interpersonal Conflicts?

Agreement enables each party to be better off, or at

least not worse off, than without an agreement. Achieving a total win-win agreement is not possible. Conflicting goals block agreement on one persons proposal.

The Johari Window

Known to self

Not Known to self

Known to others

I Open Area III Hidden Area (Disclose)

II Blind Area (Feedback) IV Unknown Area (Experiment/Test)

Not known to others

Quadrant I: The open area, refers to behaviour and motivation known to self and others Quadrant II: The blind area represents things that others can see in us that we ourselves are unaware of Quadrant III: The hidden area represents things we know about ourselves but do not reveal to others Quadrant IV: The unknown area in which neither the individual nor others are aware of certain behaviours or motives

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Negotiating
Negotiation: A give-and-take decision-making process
involving interdependent parties with different preferences.

Distributive negotiation: Single issue; fixed-pie; win-lose.

Integrative negotiation: More than one issue; win-win.

Two Negotiating (Bargaining) Strategies

Bargaining Characteristics
Available Resources Primary Motivations Primary Interests Focus of Relationships

Distributive Bargaining
Fixed Amount I Win, You Lose Opposed Short-Term

Integrative Bargaining
Variable Amount I Win, You Win Congruent Long-Term

The Bargaining Zone

Party As Aspiration Range Settlement Party Bs Aspiration Range

Range

Party As Target Point

Party Bs Resistance Point

Party As Resistance Point

Party Bs Target Point

The Process of Negotiation

Preparation and Planning (BATNA) Clarification and Justification

Closure and Implementation

Definition of Ground Rules

Bargaining and Problem Solving