1. Managing Conflict in Relationships Unit 9

2. 17-2 Conflict Conflict has been defined as "an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from the other party in achieving their goals".

3. 17-3 Types of Conflict Figure 17.2

4. 17-4 Types of Conflict Interpersonal Conflict –Conflict between individuals due to differences in their goals or values. Intragroup Conflict –Conflict within a group or team.

5. 17-5 Quiz http://webhome.idirect.com/~kehamilt/ips yconstyle.html

6. 17-6 Types of Conflict Intergroup Conflict –Conflict between two or more teams, groups or departments. –Managers play a key role in resolution of this conflict Interorganizational Conflict –Conflict that arises across organizations.

7. 17-7 For Discussion What are the principles of conflict?

8. 17-8 Climates Defensive climate Supportive Climate

9. 17-9 When you are in the midst of conflict, take the LEAD to manage it respectfully and calmly. Listen Explore Affirm Decide

10. 17-10 Additional Tips Conflict Can Be Constructive. Recognize that conflict can strengthen your relationships. Be Prepared. Plan how you will communicate about conflict in order to create a supportive climate. Be Involved. Do not withdraw from the conflict or avoid conflict situations. Withhold Quick Retorts. Be careful about what you say and how you say it. Review. Summarize what you have discussed and make plans to continue the discussion if time permits immediate resolution.

11. 17-11 Sources of Conflict Figure 17.3

12. 17-12 Sources of Conflict Different Goals and Time Horizons –Different groups have differing goals and focus. Overlapping Authority –Two or more managers claim authority for the same activities which leads to conflict between the managers and workers.

13. 17-13 Sources of Conflict Task Interdependencies –One member of a group or a group fails to finish a task that another member or group depends on, causing the waiting worker or group to fall behind. Different Evaluation or Reward Systems –A group is rewarded for achieving a goal, but another interdependent group is rewarded for achieving a goal that conflicts with the first group.

14. 17-14 Sources of Conflict Scarce Resources –Managers can come into conflict over the allocation of scare resources. Status Inconsistencies –Some individuals and groups have a higher organizational status than others, leading to conflict with lower status groups.

15. 17-15 For Discussion What are the orientations to conflict? Which do you tend to use most often (if you do not know, take the quick quiz on page 250 of the text)?

16. 17-16 Conflict Management Strategies Functional Conflict Resolution –Handling conflict by compromise or collaboration between parties.

17. 17-17 Conflict Management Strategies 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.

18. 17-18 Conflict Management Strategies Accommodation –one party simply gives in to the other party Avoidance –two parties try to ignore the problem and do nothing to resolve the disagreement

19. 17-19 Conflict Management Strategies Competition –each party tries to maximize its own gain and has little interest in understanding the other’s position

20. 17-20 For Discussion Think about the ways you typically respond to conflict. Do you tend to rely on one or two of the four responses in the text? Explain. Are your response tendencies consistent with research findings in the text about women and men in general? Why or why not?

21. 17-21 Strategies Focused on Individuals Increasing awareness of the sources of conflict Increasing diversity awareness and skills Practicing job rotation Using permanent transfers or dismissals when necessary

22. 17-22 Strategies Focused on the Whole Organization Changing an organization’s structure or culture Altering the source of conflict

23. 17-23 Negotiation –Parties to a conflict try to come up with a solution acceptable to themselves by considering various alternative ways to allocate resources to each other

24. 17-24 Negotiation Third-party negotiator –an impartial individual with expertise in handling conflicts –helps parties in conflict reach an acceptable solution

25. 17-25 Third-party Negotiators Mediators –facilitates negotiations but no authority to impose a solution Arbitrator –can impose what he thinks is a fair solution to a conflict that both parties are obligated to abide by

26. 17-26 Distributive Negotiation Distributive negotiation –Parties perceive that they have a “fixed pie” of resources that they need to divide –Take a competitive adversarial stance –See no need to interact in the future –Do not care if their interpersonal relationship is damaged by their competitive negotiation

27. 17-27 Integrative Bargaining Integrative bargaining –Parties perceive that they might be able to increase the resource pie by trying to come up with a creative solution to the conflict –View the conflict as a win-win situation in which both parties can gain –Handled through collaboration or compromise

28. 17-28 Strategies to Encourage Integrative Bargaining Emphasizing superordinate goals –goals that both parties agree to regardless of the source of their conflict Focusing on the problem, not the people Focusing on interests, not demands Creating new options for joint gain Focusing on what is fair

29. 17-29 For discussion Which conflict-management skill do you consider yourself good at using and which do you need to develop more? How do you plan to develop these skills?