1. Managing Conflict

2. Objectives Definition Views on Conflict Types of Conflict
Conflict Strategies
Desired Outcomes

3. Definition
A struggle or contest between people with opposing needs, ideas, beliefs, values, or goals
A process that begins when one party perceives that another party has negatively affected or is about to affect something that the first party cares about

4. Definition (cont.)
An active effort by an individual or group for its own preferred effort at the cost of others
A process by which the efforts of “A” are purposefully made to offset the efforts of “B” by some form of blocking that will result in frustrating “B” in attaining his/her goal(s)

5. Conflict
“Conflict tends to obstruct cooperative action, create suspicion and distrust and decrease productivity.”

6. Views on Conflict
Traditional View – the view that all conflict is harmful and must be avoided
Human Relations View – the belief that conflict is a natural and inevitable outcome in any group

7. Views on Conflict (cont.)
Integrationist/Modern View – the belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively. It’s a natural occurrence and should be encouraged. It is necessary for a harmonious, peaceful, cooperative atmosphere leading to teamwork.

8. Types of Conflict
Dysfunctional – Conflict that hinders group performance due to poor communication, lack of openness and trust between two people, and failure to be responsive to the needs and aspirations of others

9. Types of Conflict (cont.)
Functional Conflict – works towards the goals of an organization or group and improves performance. It is creatively managed conflict that shakes people out of their ruts and gives them new points of view.

10. Conflict
“If we are going to be a learning organization, there must be some level of conflict.” (MM)

11. Effect of Conflict on Organizational Performance

12. Conflict Management Strategies
O Accommodation Collaboration
O * * P E R
A Compromising
T * I
N Avoiding Competing
_________________________________________________________
ASSERTIVENESS

13. Conflict Management Strategies (cont.) Competing/Forcing
Using formal authority or other power that you possess to satisfy your concerns without regard to the concerns of the party you are in conflict with.
High Assertiveness – Low Cooperation
Appropriate to use – when quick action is needed, unpopular decisions need to be made, when vital issues must be handled, and when one is protecting self interest

14. Competing/Forcing (cont.) Skills Needed for This Strategy/Mode
Arguing/debating
Using rank or influence
Asserting your opinions and feelings
Standing your ground
Stating your position clearly

15. Conflict Management Strategies (cont.) Avoiding
Not paying attention to the conflict and not taking any action to resolve it
Low assertiveness – Low cooperation
Appropriate Use – when you have issues of low importance, to reduce tensions, to buy some time, when you’re in a position of lower power

16. Avoiding Skills Needed for This Strategy/Mode
Ability to withdraw
Ability to leave things unresolved
Ability to sidestep issues
Sense of timing

17. Conflict Management Strategies (cont.) Accommodating
Allowing the other party to satisfy their concerns while neglecting your own
Low assertiveness – high cooperation
Appropriate use: to show reasonableness, develop performance, create good will, keep the peace
Note: some use this outcome when the issue or outcome is of low importance
(Be careful not to “keep a tally” or be a martyr with the unspoken expectation that the “favor” will be returned)

18. Accommodating Skills Needed for This Strategy/Mode
Forgetting your desires
Selflessness
Ability to yield
Obeying orders

19. Conflict Management Strategies (cont.) Compromising
Attempting to resolve a conflict by identifying a solution that is partially satisfactory to both parties but completely satisfactory to neither
Moderate Assertiveness – Moderate cooperativeness
Appropriate use – when dealing with issues of moderate importance, when you have equal power status, when you have a strong commitment for resolution, use as a temporary solution when there are time constraints

20. Compromising Skills Needed for This Strategy/Mode
Negotiating
Assessing value
Finding s middle ground
Making concessions

21. Conflict Management Strategies (cont.) Collaborating
Cooperating with the other party to understand their concerns and expressing your own concerns in an effort to find a mutually and completely satisfactory solution (win-win)
High Assertiveness – High cooperation
Described as putting an idea on top of an idea on top of an idea in order to achieve the best solution to a conflict (Best solution – a creative solution to the conflict that would not have been generated by a single individual)

22. Collaborating (cont.) Appropriate Use
When the conflicts warrant the time and energy
When the conflict is important to the people who are constructing an integrative solution
When the issues are too important to compromise’
When merging perspectives
When gaining commitment
When improving relationships
When learning

23. Collaborating (cont.) Skills Needed for This Strategy/Mode
Active listening
Identifying concerns
Non threatening confrontation
Analyzing input

24. Desired Outcomes of Conflict
Agreement – strive for equitable and fair agreements that last
Stronger Relationships – build bridges of goodwill and trust for the future
Learning – greater self awareness and creative problem solving

25. Thank you!!!