Chapter 7: Managing Conflict Why can’t we all just get along?

Copyright © 2002, Prentice Hall 2 Objectives Diagnose the focus and source of conflict Select the appropriate conflict- management strategy Resolve interpersonal confrontations using the collaborative approach

Copyright © 2002, Prentice Hall 3 Conflict and Performance Level of Conflict Organizational Outcomes Low High Neg. Pos.

Summary Model of Conflict Management DiagnosisSelectionImplementationOutcome Source/Type of Conflict Situational Considerations Personal Preferences Conflict Management Approach Collaborative Problem Solving Dispute Resolution Copyright © 2002, Prentice Hall

5 Diagnosing Conflict Conflict focus People-focused: “In-your-face” confrontations – high emotions fueled by moral indignation Issue-focused: Rational resource allocation negotiations

Copyright © 2002, Prentice Hall 6 Diagnosing Conflict Conflict SourceConflict Focus Personal differences Perceptions and expectations Informational deficiency Misinformation and misrepresentation Role incompatibility Goals and responsibilities Environmental stress Resource scarcity and uncertainty

Copyright © 2002, Prentice Hall 7 Conflict Management Approaches Forcing Collaborating Compromising AvoidingAccommodating Assertive Unassertive UncooperativeCooperative COOPERATIVENESS ASSERTIVENESS

Copyright © 2002, Prentice Hall 8 Likely Outcomes for Conflict Approaches Forcing – You feel vindicated, but the other party feels defeated Avoiding – Problems don’t get resolved Compromising – Participants seek expedient, not effective, solutions Accommodating – Other person can take advantage of you Collaborating – Problem likely to be resolved

Copyright © 2002, Prentice Hall 9 When to Use Conflict Management Techniques Avoiding: small issue, limited time/resources Accommodating: keeping harmony, using small favor to get larger one Forcing: emergencies, when only one right way exists, prevent others from taking advantage

Copyright © 2002, Prentice Hall 10 When to Use Conflict Management Techniques Compromising: late in conflict, when partial win is better than none for both parties Collaborating: for important issues when time is not a problem, where organizational support exists, when win-win solution is possible

Copyright © 2002, Prentice Hall 11 Framework for Collaborative Problem Solving Establish superordinate goals Separate the people from the problem Focus on interests, not positions Invent options for mutual gains Use objective criteria for evaluating alternatives Define success in terms of real gains, not imaginary losses

Copyright © 2002, Prentice Hall 12 Four Phases of Collaborative Problem Solving 1. Problem Identification 2. Solution Generation 3. Action Plan Formulation and Agreement 4. Implementation and Follow-Up First two phases most difficult to implement effectively

Copyright © 2002, Prentice Hall 13 Phase 1: Problem Identification Initiator Maintain personal ownership of problem Describe problem in terms of behaviors, consequences and feelings Avoid drawing conclusions and attributing motives Encourage two-way discussion Responder Show genuine interest and concern Seek additional information by asking questions Agree with some aspect of the complaint

Copyright © 2002, Prentice Hall 14 Phase 2: Solution Generation Initiator Focus on commonalities as the basis for requesting change Responder Ask for suggestions of acceptable alternatives

Copyright © 2002, Prentice Hall 15 Mediator’s Role Problem Identification Propose a problem- solving approach for resolving conflict Maintain a neutral posture regarding the disputants Serve as facilitator, not judge Insure discussion fairness Solution Generation Focus on interests, not positions Make sure everyone understands solution; establish follow-up procedures

Copyright © 2002, Prentice Hall 16 Rules for Collaborative Negotiation Avoid the fixed-pie fallacy Build trust and share information Ask questions Provide information Make multiple offers simultaneously Avoid sequential discussion of issues Construct contingency contracts and leverage differences

Copyright © 2002, Prentice Hall 17 Rules for Collaborative Negotiations Be wary of intuition Search for postsettlement settlements Use team-on-team negotiation Avoid majority rule Beware of coalitions Appeal to norms of justice – equity, equality and need