1. Conflict Management Processes
Chapter 9

2. Assumptions Harmony is normal and conflict is abnormal.
Conflict and disagreements are the same thing.
Conflict is just a break down of communication.
Conflict should never be escalated & always avoided.
Conflict mang. should be orderly & polite.

5. Assumptions Anger and hostility are the predominate emotion.
One should fine the “right” way to resolve conflict.
Conflict is always bad.
Manage means to suppress, ignore, or avoid.
Other assumptions about conflict?

6. Metaphors…conflict is:
Limiting
Warlike and violent, explosive
A trial, struggle, messy
Animal behavior
Neutralizing
A game
Heroic adventure
Balancing act
Expanding Potential
Bargaining table, a tide, dance, garden

7. Conflict
The interaction of interdependent people who perceive opposition of goals, aims, and values and who see the other party as potentially interfering w/ the realization of those goals. (Putnam & Poole)
Key components (4 I’s)
Incompatible (multiple levels)
Interdependence (only when conflict can arise)
Interaction (expression of conflict)
Interference (perceived and real)

8. Levels of Conflict
Interpersonal- individuals perceive goal incompatibility (intra-group)
Intergroup- considers the disagreements of people in parties with in an organization, ex. Departments
Interorganizational- disputes between two or more organizations

9. How does conflict manifest itself if improperly managed?
Competition
Disputes
Decreased satisfaction
Inefficiency
Low morale
Sabotage
W/holding information
Others?????

10. Phases of Conflict
Latent-grounds for conflict exist among individuals in interdep. relationships
Perceived-one or more of parts. Realize their situation (incomp. & interdep.)
Felt-personalize perceived conflict by focusing on conflict issue & planning response strategies
Manifest-participants enact conflict through communication
Aftermath-short & long term effects on individual, relationship, & organization

11. Conflict Styles
Managerial Grid (p. 163)-predisposition to handling conflict situations that lead to specific strategies
Concern for self
Concern for others
5 Conflict Styles
Avoidance
Accommodating
Compromise
Collaboration
Competition

12. T/K Model of Conflict Management Styles
Serves as a nice entry point
Conflict management is not static but dynamic
Organizations are systems – that styles are not isolated
My perception of mine might be different from your perception of my style
Conflict mgmt. is process oriented
Styles and tactics are contextual

13. Critique of TK Grid
Treats the individual communicator as the sole benchmark for conflict
Not just 2 dimensional
Downplay importance of NV and irrational communication
Ignores context (organization, task, relationship)

14. Activity TK Conflict Style Instrument (on Assignment Page)
Check out your predisposition
How do you deal with conflict?

15. Kinds of Bargaining Distributive
Conflicting parties try to maximize their own goals and minimize their own losses
Centers on limited resources that must be divided (ex. Wages, benefits)
Communication is marked by withheld information, and deception

16. Kinds of Bargaining Integrative
Conflicting parties are trying to maximize gains for both parties
Bargainers discuss issues that would lead to a more creative solution
Communication is marked by open disclosure, careful listening, and multiple communication channels
Refer to “Case in Point: Working with Jerks”(p. 166)

17. 3rd Party Conflict Resolution
Managerial Conflict Resolution (p. 168)
Outside Conflict Resolution (mediation)
Direct tactics
Non-direct tactics
Procedural tactics
Reflexive tactics

18. Influencing Factors Personal (limited impact) Relational Cultural
Personality (plays small role)
Gender (research contradicts stereotypical expectations) (p. 170)
Framing (Spotlight on Scholarship-p. 171)
Relational
Hierarchical position
Co-orientation
Agreement
Accuracy
Perceived accuracy
Cultural
Communication channels & support
Climate

19. Communication Climates (Gibbs)
Defensive Supportive
Evaluation Description
Control Problem orientation
Strategy Spontaneity
Neutrality Equality
Superiority Empathy
Certainty Provisionalism

20. Organizational Climate
A relatively enduring quality of the internal environment of an organization that is
Perceived & experienced by its members
Influences their behavior
Can be described in terms of the values of a particular set of characteristics of the organization (such as responsibility, standards, reward, team spirit) (Tagiuri)
The perceived quality of relationships & communication in the organization; the degree of involvement & influence(Redding)

21. What to do? Check perception Clarify communication
Advice from “Working Wounded” (Bob Rosner)
Change strategies
Defuse or reduce anxiety of moment
Consider third party intervention
Traditional vs. Alternative Model (p. 174)
Passive-aggressive article (additional readings)
Give up/walk away?!?!?!?!

22. Crucial Conversations Grenny, McMillan, Patterson, & Switzler (2002)
Crucial Conversations Grenny, McMillan, Patterson, & Switzler (2002). Crucial Conversations: Tools for talking when the stakes are high.
A discussion b/w two or more people where the stakes are high (high risks), options vary, and emotions run strong (relative to the individuals FOE, relationship, tolerance)
 The path to high productivity passes not through static systems but through f2f conversations at all levels.

23. HOW DO WE TYPICALLY HANDLE CRUCIAL CONVERSATIONS?
We can avoid them
We can face them and handle them poorly
We can face them and handle them well
Other ways? How do you handle “crucial conversations” in your life especially the workplace?

24. SOME COMMON CRUCIAL CONVERSATIONS
Ending a relationship
Talking to a coworker who behaves offensively or makes suggestive comments
Asking a friend to repay a loan
Giving a boss feedback about her behavior
Taking to a team member who isn’t keeping commitments

25. SOME COMMON CRUCIAL CONVERSATIONS
Approaching a boss who is breaking his own safety or quality policies
Critiquing a colleague’s work
Asking a roommate to move out
Resolving custody or visitation issues with an ex-spouse
Dealing w/ a rebellious teen

26. SOME COMMON CRUCIAL CONVERSATIONS
Discussing problems w/ sexual intimacy
Confronting a loved one about a substance abuse problem
Talking to a colleague who is hoarding information or resources
Giving an unfavorable performance review
Asking in-laws to quit interfering
Talking to a coworker about a personal hygiene problem

27. How to Deal with Crucial Conversations
How to Deal with Crucial Conversations? Solving Problems by Categorization
Safety. When someone violates some sort of safety policy, the very first person to see this violation proceeds with a crucial conversation.
Diversity. When someone feels offended they discuss the issue with the person acting in an offending manor.
Productivity. Affected parties immediately address problems of productivity.

28. Quality. Discuss the problem face to face when it first arises.
How to Deal with Crucial Conversations? Solving Problems by Categorization
Quality. Discuss the problem face to face when it first arises.
 Every other hot topic. Companies who are the best at what they do are also the best at crucial conversations.
 Summary: Address your problem when it first presents itself, instead of dealing with it later when it has had the potential to overwhelm employees.

29. Spotlight on Scholarship
Making Sense (p. 171)
Intractable conflict
Conflict frames
Identity frames
Characterization frames
Conflict management frames

30. Approaches to Process Classical Human Relations Human Resources
?????? How conflict mang. would be considered by these different approaches:
Classical
Human Relations
Human Resources
Systems
Cultural
Critical