1. Management Principles
Conflict Management
Craig W. Fontaine, Ph.D.

2. What is Conflict?
Webster’s Definition:
“ Competitive or opposing action of incompatibles; antagonistic state or action (such as divergent ideas, interests, or persons).”

3. Workplace Definition:
Conflict is a situation in which each
party seeks a position (end result) perceived to be incompatible with the
wishes of the other.

4. Organizational Conflict
The discord that arises when goals, interests or values of different individuals or groups are incompatible and those people block or thwart each other’s efforts to achieve their objectives.
Conflict is inevitable given the wide range of goals for the different stakeholder in the organization.
Lack of conflict signals that management emphasizes conformity and stifles innovation.
Conflict is good for organizational performance although excessive conflict causes managers to spend too much time achieving their own ends.

5. The Effect of Conflict on Organization Performance

6. Sources of Conflict

7. Types of Conflict Interpersonal Conflict Conflict between individuals
Intragroup Conflict
Conflict within a group or team.
Intergroup Conflict
Conflict between two or more teams or groups.
Interorganizational Conflict
Conflict that arises across organizations.

8. Conflict Management
Perceptions play a major role in conflicts. People can perceive conflict along several dimensions:
Relationship/Task
Emotional/Intellectual
Cooperate/Win
or is it….
Public versus private
Formal versus informal
Rational versus non-rational

9. Conflict Management Stage of Conflict:
Latent Conflict - Conditions are “ripe”
Perceived Conflict - First differences voiced
Felt Conflict – Parties feel it – anxious/stress
Manifest Conflict – Open conflict!
Conflict aftermath – Conflict over

10. CONFLICT MANAGEMENT Concern for Self Concern for Others High
High
Assertiveness
Concern for Self
Low
Assertiveness
Concern for Others
Low Cooperation
High Cooperation
Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial
and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976. 1 1

11. COMPETING Competition Concern for Self Concern for Others High
High
Assertiveness
Competition
Concern for Self
Low
Assertiveness
Concern for Others
Low Cooperation
High Cooperation
Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial
and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976. 1 1

12. Conflict Styles and Strategies
Control
Outwit
Coerce
Fight
Competing –
“My way or the highway.”

13. Competing “My Way or the highway.”
When Appropriate:
An emergency is looming.
The issue is trivial and others don’t care what happens.
You’re certain you’re right.
Policy ruling is needed
When Inappropriate:
When it is important to get cooperation from others.
When the self respect of others is diminished.
When used to an excess.
When individual legal rights are not protected

14. ACCOMODATING Competition Accommodation Concern for Self
High
Assertiveness
Competition
Concern for Self
Accommodation
Low
Assertiveness
Concern for Others
Low Cooperation
High Cooperation
Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial
and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976. 1 1

15. “Whatever you say is okay
Accommodating
Accommodating-
“Whatever you say is okay
with me.”
Agreeing
Appeasing
Flattering

16. Accommodating “Whatever You Say is Okay With Me.”
When Appropriate:
When the issue is not
important to you.
You realize you are wrong.
You want to respond to the desires of another.
When Inappropriate:
When you are likely to resent the outcome later.
When used to gain acceptance.

17. AVOIDING Competition Accommodation Avoiding Concern for Self
High
Assertiveness
Competition
Concern for Self
Low
Assertiveness
Avoiding
Accommodation
Concern for Others
Low Cooperation
High Cooperation
Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial
and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976. 1 1

18. Avoiding Denial Avoiding- Ignoring Withdrawing
“Conflict, What Conflict?”
Denial
Ignoring
Withdrawing

19. Avoiding “Conflict, what conflict?”
When Appropriate:
Passage of time might help
Hostile environment-
emotions are high
When issue is trivial
You are powerless or have little power, but want to block the other person
Short time and a decision is not necessary
Relationship is insignificant
When Inappropriate:
You care about the issue.
Negative feelings may linger (you care about the relationship).
When a decision needs to be made

20. COMPROMISING Competition Avoiding Accommodation Compromise
High
Assertiveness
Competition
Concern for Self
Compromise
Low
Assertiveness
Avoiding
Accommodation
Concern for Others
Low Cooperation
High Cooperation
Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial
and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976. 1 1

21. Compromising Bargaining Compromising – Reducing expectations
“Let’s split the
difference.”
Bargaining
Reducing expectations
Provide a little for everyone

22. Compromising “Let’s Split the Difference.”
When Appropriate:
When finding some solution is better than a stalemate.
When cooperation is important but time and/or resources are limited.
When Inappropriate:
When you cannot live with the consequences.
Finding the most creative solution is essential.

23. COLLABORATING Competition Compromise Avoiding Accommodation
High
Assertiveness
Competition
Collaboration
Concern for Self
Compromise
Low
Assertiveness
Avoiding
Accommodation
Concern for Others
Low Cooperation
High Cooperation
Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial
and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976. 1 1

24. Collaborating Gather information Look for alternatives
“How can we solve the
problem?”
Gather information
Look for alternatives
Discussion and disagreement is okay.

25. Collaborating “How Can We Solve the Problem?”
When Appropriate:
When both the issue and the relationship are significant.
When there is a reasonable expectation of addressing all concerns and reaching a mutually acceptable agreement.
When Inappropriate:
Time is short.
The issues are not important.
If either person is not negotiating in “good faith.”
When individual legal rights are not protected
Power imbalances exist

26. Resolution of a Conflict Occurs When:
The physical well-being of each party is maintained during
negotiations and in the resolution reached.
Feelings of self-worth of each party are maintained during
the negotiation process and in the resolution reached.
Each person respects or tolerates the other party as a person
person while understanding that this does not imply
approval of that party’s morals or values.
All relevant facts and available and technical information are
considered and used by the persons in reaching the resolution.
The resolution reached was chosen by each party even though
other options were available.

27. Conflict Management Strategies
Functional Conflict Resolution
Handling conflict by compromise or collaboration between parties.
Compromise: each party is concerned about their goal accomplishment and is willing to engage in give-and-take exchange to reach a reasonable solution.
Collaboration: parties try to handle the conflict without making concessions by coming up with a new way to resolve their differences that leaves them both better off.
Managers also must address individual sources of conflict.

28. Conflict Management Strategies (cont’d)

29. Conflict Management Strategies (cont’d)

30. Negotiation Strategies for Integrative Bargaining