1. CONFLICT MANAGEMENT

2. Objectives
Identify and apply conflict management strategies in a team environment

3. Overview Definition Causes of conflict Theories of conflict management
Effects of conflict on an organization
Strategies for managing conflicts
Steps to conflict resolution
Dealing with difficult people

4. Conflict A clash of interests, values, actions, views or directions
Disagreement among people is underlying basis

5. Causes of Conflicts People disagree because they have:
Miscommunications
Different perceptions
Different values
Differences in preferred outcomes

6. Miscommunications
Two parties don’t understand each other. Something is said by one party that another misinterprets.

7. Different Perceptions
Two people come away from a situation with different views of the facts. Either could be right (neither may be “right”).

8. Different Values
This kind of conflict grows out of individual value systems. For instance, one professional may refuse to perform a job they view as unethical that another professional does not.

9. Differences in Preferred Outcome
Two people see different solutions to the same problem. The conflict is that they each have a personal interest in the outcome.

10. Other Causes of Conflict in Organizations

11. Theories of Conflict Management
Traditional Theory
Conflicts are caused by trouble makers
Conflicts are bad
Conflicts should be avoided or suppressed
N. Kirchoff and J. R. Adams:
Conflict Management for Program Managers

12. Theories of Conflict Management
Traditional Theory
Conflicts are caused by trouble makers
Conflicts are bad
Conflicts should be avoided or suppressed
N. Kirchoff and J. R. Adams:
Conflict Management for Program Managers
Contemporary Theory
Conflicts are inevitable between human beings
Conflicts are often beneficial
Conflicts are the natural result of change
Conflicts can and should be managed

13. Effects of Conflicts on an Organization
Negative Effects:
Takes attention away from other important activities
Undermines morale or self-concept
Polarizes people and groups, reducing cooperation
Increases or sharpens difference
Leads to irresponsible and harmful behavior, such as fighting, name-calling

14. Effects of Conflicts on an Organization
Negative Effects:
Takes attention away from other important activities
Undermines morale or self-concept
Polarizes people and groups, reducing cooperation
Increases or sharpens difference
Leads to irresponsible and harmful behavior, such as fighting, name-calling
Positive Effects:
Results in clarification of important problems and issues
Results in solutions to problems
Involves people in resolving issues important to them
Causes authentic communication
Helps release emotion, anxiety, and stress
Builds cooperation among people through learning more about each other; joining in resolving the conflict
Helps individuals develop understanding and skills

15. Strategies for Resolving Conflict
Competition
Collaboration
Compromise
Accommodation
Avoidance
K. W. Thomas and R. H. Kilmann, Conflict Mode Instrument

16. Which Strategy Should You Use?
The best strategy for resolving conflict will depend on two issues:

17. Which Strategy Should You Use?
The best strategy for resolving conflict will depend on two issues:
The level of concern for the relationship or;

18. Which Strategy Should You Use?
The best strategy for resolving conflict will depend on two issues:
The level of concern for the relationship or;
The level of concern for winning

19. Competition Win-or-lose style of handling conflicts.
An appropriate strategy when there is high concern for personal goals and low concern for relationships. It is also useful when unpopular but necessary decisions must be made.

20. Collaboration
Attempts at finding some solution which can satisfy conflicting parties. It is based on the willingness to accept as valid the interests of the other party while protecting one’s own interests.
Applicable when both parties desire to solve the problem and are willing to work together toward a mutually acceptable solution.
Best method of handling conflicts because it strives to meet the needs of both parties.
It has high concerns for personal goals as well as relationship.

21. Compromise
Compromise (settlement of differences by mutual concessions) is often used as the only viable means of resolution when two equally powerful people are working towards mutually exclusively outcomes.

22. Accommodation
Accommodation involves high cooperation and low confrontation. It plays down differences and stresses commonalities.
Can be a good strategy when one party accepts it is wrong and has a lot to lose and little to gain.

23. Avoidance
Based on belief that conflict is evil or unwanted. It should be delayed or ignored.
Useful when the problem need not be solved immediately, when the issue is trivial or when the other party is unyielding because of rigid attitudes.
It can also be used as a cooling-off period. Once the parties involved are calmer and time has been spent gathering facts, discussions can begin again.

24. Concern for Relationship
Concern for Winning
Resolution
High
Low
Accommodation
Avoidance
Collaboration
Competition
Moderately High
Compromise

25. Understanding Your Style
Knowing your style – how you’re likely to respond – helps you understand your role
No one-best style; rather, if aware can adapt; appropriate choice depends on nature of the situation (task & people involved)
Caveat: Sometimes leads to a “self-fulfilling prophecy”
Conceptual framework for understanding conflict management styles – assesses an individual’s behavior in conflict situations where the concerns of two people appear to be incompatible
Issue: To what extent are parties’ needs satisfied?
Satisfaction levels range from none to partial to mutual
Bottom-line: In conflict, you have choices…

26. More Food for Thought
Conflict is a prevalent part of our work and experience
On average, managers say they spend about a quarter of their time dealing with conflict
Lack of Assertiveness is the most prevalent weakness mentioned by colleagues of managers/leaders
More frequently mentioned than lack of intelligence, conscientiousness, and charisma combined

27. Practicing Assertiveness
Make sure job descriptions, goals, policies, and expectations are clear, available, and communicated
Try to understand the “interest” or “need” behind another person’s behavior
Accept that it’s rare for anyone to be “right”
Don’t judge, demand, threaten, or moralize
Don’t accept fighting and bickering as acceptable behavior
Take control when you can
Look for solutions rather than seeking to blame
Don’t let others “push your buttons”
Work to improve your listening/speaking skills

28. Empathy in Communications
Empathy is the ability to “put yourself in the other person’s shoes” -- to look at the world from that other person’s point of view. To empathize with others, you should know several things about them:
What are their beliefs?
How do they look at the world?
What kind of things make them comfortable/uncomfortable?
What throws them off balance?
When are they likely to accept change?
When are they likely to resist change?
Do they listen carefully to what is said, or just who said it?
Do they weigh the evidence, or just go along with the people they like?

29. Empathy in Communications (continued)
The effectiveness of using empathy in communications has been demonstrated in both research and on-the- job. So, why isn’t it used more in everyday life?
We are too busy
It takes too much time
We are too wrapped up in ourselves
It’s difficult
It takes too much effort

30. Listening Skills
Avoid the impulse to argue mentally while the other person is speaking. The average speaking rate is one hundred and forty words per minute, while the average thinking rate is twelve hundred words per minute. .
The biggest communication problem is that we do not listen to understand. We listen to reply.

31. Listening Skills
When your attitude toward the speaker is already flawed by conflict, you may be tempted to use the difference between thinking and speaking time to compete with the speaker's message. Still that internal voice and focus on the other's words. Listen for unspoken as well as spoken words.

32. Five Steps to Successful Conflict Resolution
Take responsibility for dealing with conflict
take the initiative to intervene
seek a win-win resolution

33. Five Steps to Successful Conflict Resolution
Uncover, define, and discuss the real problem
Do your homework to get the facts and understand the problem
Set ground-rules and discuss
Everyone will be open and honest
Everyone will have a say and be heard
Everyone will listen without argument and maintain a positive caring attitude
Opinions and feelings must be supported by facts or examples of specific behavior

34. Five Steps to Successful Conflict Resolution
Ask questions and listen
Use open-ended questions that prompt thoughtful informative answers
Choose your words carefully so they’re a true reflection of the kind of response you’re looking for
Probe with follow up questions to obtain detail
Listen with an open mind
Reassure the other person you are interested in their perception of the situation
Offer positive feedback by paraphrasing what you’ve heard

35. Five Steps to Successful Conflict Resolution
Set goals and create an action plan
Mutually determine and gain commitment of all
Don’t end the meeting until understanding is assured

36. Five Steps to Successful Conflict Resolution
Follow up
Plan a date and time to assess progress
The responsibility, assertiveness, and sincerity you exhibit will be key in being successful (leadership)

37. Movie
Dr. Ben Bissell
TLO/Watch movie/discuss

38. Five Characteristics of Difficult People
They have a predictable, abrasive style of behavior
They are experienced as “difficult” by most people
They keep the blame outside themselves (it is not their fault)
They are robbers of time and energy
Their behavior is out of proportion to the problem

39. Four Pitfalls to Avoid in Dealing with Difficult People
Do not excuse their behavior
Do not ignore their behavior
Do not try to change them
Do not collude – do not fight or run away; do not play games

40. Five Positive Steps to take in Dealing with Difficult People
Stand up
Talk straight
Listen!
Avoid triangles
Move toward problem solving

41. Conclusion
Identify and apply conflict management strategies in a team environment