1. Using Conflict Management to Resolve Workplace Issues
Carolyn M. Burrell

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. What is Conflict? Workplace Definition:
A situation in which each party seeks a position (end result) perceived to be incompatible with the wishes of the other; or…
Workplace:
Conflict is a situation in which each party seeks a position (end result) perceived to be incompatible with the wishes of the other; or, each party seeks to achieve an agreed upon goal using a means that is perceived to be incompatible with the wishes of the other party.

4. What is Conflict, cont.
…each party seeks to achieve an agreed upon goal using a means that is perceived to be incompatible with the wishes of the other party.

5. Sources of Conflict Data Strategies Lack of information Misinformation
Differing views of what information is relevant
Differing views about how data is collected
Strategies
Provide information
Agree on what information is relevant
Reach agreement on how to collect the data

6. Sources of Conflict Interests/Goals Strategies
Goals, needs of parties to the dispute
Perceived or actual differences in hoped for outcomes
Psychological interests – what has to be addressed for resolution
Strategies
Focus on interests, not positions
Expand options

7. Sources of Conflict Structural Strategies
Unequal Control – ownership or distribution of resources
Unequal power or authority (peers or supervisors)
Roles and responsibilities
Time Constraints
Strategies
Reallocate ownership and control of resources
Establish fair, mutually acceptable decision-making process
Clearly define, change roles

8. Sources of Conflict Value Conflicts Strategies
Different criteria for evaluating ideas
Different lifestyles, ideology and religion
Beliefs that tell people right from wrong
Strategies
Allow parties to agree and disagree
Build common loyalty
Bridge values
Turn positions into interests

9. Sources of Conflict Relationship Strategies
Strong emotional reactions to each other
Misconceptions or stereotypes about other party
Poor communications/ miscommunications
Distrust
History of conflict
Strategies
Clarify perceptions
Improve communications-learn from the past
Keep your word
Learn from the past

10. Sources of Workplace Conflict
EEO Issues (race, national origin, age, religion, sex, color, disability)
Labor Relations
Performance and behavior issues, poorly-managed expectations
Application of personnel policies
Interpersonal problems (employee/employee, supervisor/supervisor)
Sexual Harassment
Change: downsizing, consolidation, turmoil, distrust, tension

11. Interest Based vs. Positional Negotiations Reach Resolution Position is to Meet Needs Articulated First
“Win-win”
Information flow is:
Open
Shared
Honest
Active listening
Look for ways to cooperate
Polite
Trust
“Win/lose”
Information withheld/secrecy valued
Indirect communications
Cannot be negotiated
More adversarial
One way communication
“Point fingers”/blaming
Person thinking about what they’re going to say next while other person talking
Defensive posture/distrust

12. Conflict Styles and Strategies
Avoiding – “Conflict, what conflict?”
Accommodating – “Whatever you say is okay with me.”
Strategies Used:
Denial
Ignoring
Withdrawing
Agreeing
Appeasing
Flattering

13. Conflict Styles and Strategies
Competing – “My way or the highway.”
Collaborating –
“How can we solve the problem?”
Strategies Used:
Control
Outwit
Coerce
Fight
Gather information
Look for alternatives
Discussion and disagreement is okay.

14. Conflict Styles and Strategies
Compromising –“Let’s split the difference.”
Strategies Used:
Bargaining
Reducing expectations
Provide a little for everyone

15. Avoiding “Conflict, what conflict?”
When Appropriate:
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).

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. 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.
When Inappropriate:
When it is important to get cooperation from others.
When the self respect of others is diminished.
When used to an excess.

18. 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.
When Inappropriate:
Time is short.
The issues are not important.
If either person is not negotiating in “good faith.”

19. 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.

20. Cessation vs. Resolution of the Conflict
When is a Conflict Over?
Cessation vs. Resolution of the Conflict

21. Cessation of a Conflict Occurs When
A party is at a disadvantage and decides to withdraw, expecting to resume the conflict when conditions are more favorable.
One party is overwhelmed by the other’s power and either gives in temporarily or withdraws from the dispute.
One party passively accepts whatever terms the party demands, but has not expectations of complying with them.

22. 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 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.

23. “Never Expect Anyone To Engage In A Behavior That Serves Your Values Unless You Give That Person Adequate Reason To Do So.”