1. © 2001 Wadsworth, a division of Thomson Learning, Inc 1 Conflict Defined Cold Conflict –functional –little to no emotion –builds consensus –enhances relationships Hot Conflict –dysfunctional –much emotion –destroys relationships

2. © 2001 Wadsworth, a division of Thomson Learning, Inc 2 Factors Influencing Hot Conflict Attitudes Control imbalance Outcome importance Perceptions of: –interdependence –different goals –being kept from goals

3. © 2001 Wadsworth, a division of Thomson Learning, Inc 3 The Conflict Process Analysis Frustration Conceptualization Behavior Other’s reactions Outcome

4. © 2001 Wadsworth, a division of Thomson Learning, Inc 4 Consequences of Conflict Decreased productivity Low morale Absenteeism Stress Turnover Law suits Violence

5. © 2001 Wadsworth, a division of Thomson Learning, Inc 5 Types of Conflict Interpersonal Individual - Group Group - Group

6. © 2001 Wadsworth, a division of Thomson Learning, Inc 6 Sources of Conflict Hidden Fear Embarrassment Distrust Hurt Anger Uncertainty

7. © 2001 Wadsworth, a division of Thomson Learning, Inc 7 Sources of Conflict Surface Interdependence Jurisdictional Ambiguity Communication Culture and Value Difficult Personalities

8. © 2001 Wadsworth, a division of Thomson Learning, Inc 8 Types of Difficult People Aggressive –Tank –Grenade –Sniper –Know-it-all –“No” person –Whiner Passive –“Yes” person –Bump-on-a-log –‘Round-to-it

9. © 2001 Wadsworth, a division of Thomson Learning, Inc 9 Angry Customers Aggressive Behaviors –Warriors –Unloaders –Child –Blamer –Gunny Sacker Passive Behaviors –Survivalists –Guiltmakers –Pretenders

10. © 2001 Wadsworth, a division of Thomson Learning, Inc 10 Handling Diversity Disputes Increase scope of diagnoses Validate the other groups’ culture and viewpoint Encourage workplace diversity Identify power and control imbalances and redistribute where appropriate

11. © 2001 Wadsworth, a division of Thomson Learning, Inc 11 Individual Differences in Dealing with Conflict Personality traits versus learned behavior Relationship of disputing parties Gender differences Past conflict experiences Conflict response style

12. Conflict Response Styles The Sage Problem-solver Win/Win orientation Cooperative problem solving Emphasis on preserving relationship and meeting own goals as well as that of others

13. Conflict Response Styles The Diplomat Goal-oriented Compromising orientation - provide evidence - persuasion Emphases on relationship and each other’s goals

14. Conflict Response Styles The Ostrich Avoidance Withdrawal orientation - quit - complaining to others Over-emphasis is on preserving relationship

15. Conflict Response Styles The Philanthropist Accommodating - smoothing and conciliation High concern for satisfying needs of others

16. Conflict Response Styles The Warrior Win/Lose orientation - winning at all costs Potential problem creator Focus on own goals

17. © 2001 Wadsworth, a division of Thomson Learning, Inc 17 Conflict Management Stages Stage 1: Analysis Determine best strategy to use –Dictation –Arbitration –Mediation –Negotiation Identify all sources of conflict

18. © 2001 Wadsworth, a division of Thomson Learning, Inc 18 Conflict Management Stages Stage 1: Analysis Dictation is best when : –parties are irrational –no trust exists –too angry to be realistic –have mental health issues –alcohol or drugs are involved –when violent behavior is potential –parties have poor communication skills –there are time constraints

19. © 2001 Wadsworth, a division of Thomson Learning, Inc 19 Conflict Management Stages Stage 1: Analysis Mediation and negotiation are best when: –parties are rational –parties want to work out a solution together –some trust still exists –there are no time constraints Arbitration –same as mediation but use when parties get stuck during mediation

20. © 2001 Wadsworth, a division of Thomson Learning, Inc 20 Ury Negotiation Model Don’t react Don’t argue Don’t reject Don’t push Minimize escalation

21. © 2001 Wadsworth, a division of Thomson Learning, Inc 21 Conflict Management Stages Stage 2: Confrontation –Story telling Stage 3: Resolution –Problem and sources have been identified –Alternative resolutions are brainstormed –Mutually agreeable solution chosen –Agreement to monitor changes in the future

22. © 2001 Wadsworth, a division of Thomson Learning, Inc 22 Summary of Conflict Management Stages Stage 1: Analysis –Decide strategy dictation arbitration mediation/negotiation –Identify all conflict sources Stage 2: Confrontation –Storytelling Stage 3: Resolution –Brainstorm solutions –Choose solution –Agree to monitor/change

23. © 2001 Wadsworth, a division of Thomson Learning, Inc 23 Managing Workplace Conflict Interpersonal Communication Techniques Active listening Reflecting Empathy Questioning Highlight common goals Creating trust Inquiring silence

24. © 2001 Wadsworth, a division of Thomson Learning, Inc 24 Managing Workplace Conflict Active Listening Means Using nonverbal gestures to let employees know their concerns are being heard. –eye contact –head nodding

25. © 2001 Wadsworth, a division of Thomson Learning, Inc 25 Managing Workplace Conflict Reflecting Means Seeking clarification through paraphrasing of what each individual has said. –Open-ended vs. closed-ended questions

26. © 2001 Wadsworth, a division of Thomson Learning, Inc 26 Managing Workplace Conflict Communication Reminders Use “I” rather than “you” Focus on behaviors, not personality Give clear and specific examples Explain impact of inappropriate behaviors on others

27. © 2001 Wadsworth, a division of Thomson Learning, Inc 27 Dealing with Difficult People Direct Intervention –address behavior –explain impact of behavior on others Indirect Intervention –positive feedback when appropriate behavior is used Direct Coping –separate difficult employee from others Indirect Coping –provide training to others on dealing with difficult personality

28. © 2001 Wadsworth, a division of Thomson Learning, Inc 28 Effectiveness of Techniques Depends on: Disputing parties’ communication skills Conflict perspective Power distribution Personal accountability

29. © 2001 Wadsworth, a division of Thomson Learning, Inc 29 Preventing Workplace Conflict Well-written job descriptions Unambiguous policies Clarification of roles and expectations Training on new policies Conflict management training For teams, clarification of levels of authority

30. © 2001 Wadsworth, a division of Thomson Learning, Inc 30 Managing Workplace Conflict Steps for Mediation Step 1: Stabilize the setting –greet parties –use interpersonal communication techniques –confirm neutrality

31. © 2001 Wadsworth, a division of Thomson Learning, Inc 31 Managing Workplace Conflict Steps for Mediation Step 2: Help disputants communicate both parties tell their side without interruption clarify unclear issues summarize main problems focus on areas of agreement prioritize what needs to be settled

32. © 2001 Wadsworth, a division of Thomson Learning, Inc 32 Managing Workplace Conflict Steps for Mediation Step 3: Help parties negotiate seek cooperation help them explore alternative solutions allow venting but no accusations

33. © 2001 Wadsworth, a division of Thomson Learning, Inc 33 Managing Workplace Conflict Steps for Mediation Step 4: Clarify their agreement summarize the agreement terms state each parties’ role in implementing the agreement (who does what, when, where, how) explain follow-up process