Conflict Strategies Deniz Altay Ceren Çakır Cemal Vurankaya Süleyman Kahraman

Conflict Strategies

Deniz AltayCeren ÇakırCemal VurankayaSüleyman Kahraman

What Is Conflict?

Deniz Altay

What is conflict?

Conflict is the dramatic struggle between two forces in a story.

“You cannot shake hands with a clenched fist”

Indira Gandhi

Defination of Conflict

A process in which one party consciously interferes in the goal-achieving efforts of another party.

It is also a natural phenomenon because; organizational member have varied goals; resources are limited; people do not all see things the same way.

Transitions in Conflict Thought

The Traditional View: Conflict is bad; synonymous with violence, destruction, and irrationality

The Human Relations View: Conflict is natural and inevitable; accept it

The Interactionist View: Conflict should be encouraged; keeps the group alive, self-critical, and creative

Functional versus Dysfunctional Conflict

Functional Conflict: Supports the goals of the group and improves its performance

Dysfunctional Conflict: Hinders group performance

Differentiating Types of Conflict

Task Conflict: Low to moderate levels of conflict are functional

Relationship Conflict: Almost always dysfunctional

Process Conflict: Low levels are functional

Conflict Intensity ContinuumNo Conclict

Minor disagreements

Overt Challenging of other

Assertive verbal attacts

Therats and ultimatums

Aggressive physical attacks

Overt efforts to destroy the other party

Annihilatory Conftlict

What is Conflict About?

Differences in facts, needs, values, positions and methods causes conflicts.

The Iceberg – What you see and what you don’t

Positions

Conclusions

Interests ObservationPerceptions

Intentions

ValuesBeliefs

Needs Assumptions

WOUNDS

What causes conflict?

Limited resources Communication differences Personal differences Differences in goals Differences in perceptions Status incongruency

Are the most important cause of conflict

Limited resources

Communication differences

Personel Differences

Differences in goals

Differences in perceptions

Status incongruency

The Conflict Process

FeltFeltconflictconflict

FeltFeltconflictconflict

Antecedent conditions:Antecedent conditions:•• communicationcommunication•• structurestructure•• personal variablespersonal variables

Antecedent conditions:Antecedent conditions:•• communicationcommunication•• structurestructure•• personal variablespersonal variables

PerceivedPerceivedconflictconflict

PerceivedPerceivedconflictconflict

ConflictConflict--handlinghandlingbehaviors:behaviors:•• competitioncompetition•• collaborationcollaboration•• accommodationaccommodation•• avoidanceavoidance•• compromisecompromise

ConflictConflict--handlinghandlingbehaviors:behaviors:•• competitioncompetition•• collaborationcollaboration•• accommodationaccommodation•• avoidanceavoidance•• compromisecompromise

OvertOvertconflictconflictOvertOvert

conflictconflict

IncreasedIncreasedgroupgroup

performanceperformance

IncreasedIncreasedgroupgroup

performanceperformance

DecreasedDecreasedgroupgroup

performanceperformance

DecreasedDecreasedgroupgroup

performanceperformance

Stage IStage IPotential oppositionPotential opposition

Stage IIStage IICognition and Cognition and personalizationpersonalization

Stage IIIStage IIIBehaviorBehavior

Stage IVStage IVOutcomesOutcomes

Ways of Responding to Potential Conflict

Assertiveness of

Response

Low

High

Similarity of GoalsLow High

Compete

AvoidAvoid

Compromise

AccommodatAccommodatee

CollaborateCollaborate

Orientations to Conflict

CompetitionCompetition Winning the conflict at the expense of others Forcing vs. contending

CompromiseCompromise Focusing on give-and-take of conflict Firm vs. flexible

CollaborationCollaboration Trying to ensure everyone wins The best but the most difficult

AvoidanceAvoidance Refusing to become involved in conflict Protecting vs. withdrawing

AccommodationAccommodation Yielding one’s opinion to appease others Yielding vs. conceding

Don’t assume there's one conflict-handlingintention that is always best.

– Use competitioncompetition when quick, decisive action is vital

– Use compromisecompromise when goals are important

– Use collaborationcollaboration to find an integrative solution

– Use avoidanceavoidance when an issue is trivial

– Use accommodationaccommodation when you find you’re wrong

Factors Influencing Conflict Orientation

Assertiveness: making one’s goals visible to others involved in the conflict

Cooperativeness: acknowledging the goals of others Disclosure: the amount of information one is willing

to share Flexibility: the amount of movement one is able to

make to resolve the conflict Participation: the amount of activity required to

engage in the conflict

Types of Conflict

Ceren Çakır

CHARACTER VS SELF CONFLICT

The main character experiences some kind of internal conflict. Tere are four reasons of internal conflict.

Blocking : Being pysichologically

and phsically far from others

CHARACTER VS SELF CONFLICT

Dissapointment Need Motive Obstackle Aim Water Walking Closed Water

to the source door source

Results : 1- To attack (kicking the door)2- Withdrawal (moving backward from door

and sulking 3-To harden : (going on trying to open the door)4- To leave : (entering from window, drinking

coffee

CHARACTER VS SELF CONFLICT

Target conflictA- Approach – approach : Two positive targetsB- Approach – avoid : One target with both positive

and negative sidesC- Avoid – avoid : Two negative targets Role conflict : Differences between expected role, perceived role and existing role.

CHARACTER VS CHARACTER CONFLICT

Main character is in conflict with another character.

CHARACTER VS CHARACTER CONFLICT

Lose – lose approach

- Dependent

- Envy others

- Criticize self

- Low courage

- Low consideration

CHARACTER VS CHARACTER CONFLICT

Win – win

- seek mutually benefical solutions

- Cooperate , not compete

- Listen to understand

- Abundance mentality

CHARACTER VS CHARACTER CONFLICT

Win – lose- focus on win- want others to lose- scarcy mentality- competitive- use power, courage- most common view

CHARACTER VS SOCIETY CONFLICT

The main character is in conflict with a larger group ; a community, society, culture etc...

GROUPS VS GROUPS CONFLICT

Horizontal conflict

Eg : conflict between marketing and sales department

Vertical conflict

Eg : conflict between sales department and sales management

CONFLICT STRATEGIES

PRETENDING NOT TO SEE

Refusing to acknowledge that a problem exists Withdrawal from a conflict or ignoring its existance Reducing interaction Little change of satisfaction Disruption outweights benefits Gain perspective Resolve by others Tangential or symptomatic issues

.

PRETENDING NOT TO SEE

Avodiance is positive when conflict is minor or when there is a little chance of winning, but it is negative because of failure to address important issues

MAKING LATE

It is similar to avodiance. Existance of conflict is known but there is no seriousness. Both sides wait for a period and think about conflict.

Waiting period is positive if sides think that they may be punished by management and try to agree but it is negative when sides obstinate with each other

PERSUATION

Persuation represents an attempt by one party to convince another to change an opinion about the

nature of the conflict or the most appropriate resolution.

A person can more easily persuade others to change their opinions if that person has high credibility. Similarly persons who are high in

authoritarism would probably be more subject to influence than others.

SMOOTING OVER

An attemp is made to deactivate the conflict and cool off the emotions and hostilities of

the groups involved.

This strategy is appropriate where a stopgap measure is needed or when the groups have

a mutually important goal.

DRAWING LOT

If sides can’t agree and both seems right, drawing lot may be used as a conflict strategy. In this strategy, chance and fate determines the results.

It is sometimes negative because failed side loses

importance and prestige so motivation decrease.

PROBLEM SOLVING

An approach to identify the extract nature of a problem, consider possible alternative solutions and

select the solution that is most appropriate when both parties are willing to work together and when

the nature of the problem can be examined in objective and quantitive terms.

This method is less successful for solving complex problems.

PROBLEM SOLVING

For instance;

Conflict : Sales department and personnel department disagree over the most appropriate training procedures for new sales representatives.

Solution : It can be assumed that both sides seek the same end ( effective sales reps) and that various training procedures can be carefully and objectively compared to find the most appropriate one.

JUDGEMENT OF THIRD PARTY ( ARBITRATOR)

If sides can’t agree by themselves and management also can’t persuade them, they can apply to a third party. As an arbitrator, a person must be trustworthy and impartial.

JUDGEMENT OF THIRD PARTY ( ARBITRATOR)

In this strategy, main condition is that, sides must recpect to the decision of arbitrator even if it is negative for them.

Conflict Strategies (cont.)

Cemal Vurankaya

Political Approach

At this strategy, managers promise both of them to support them to provide effective long term solution. If one of them makes a concession, the manager will promise to support him or her. So, person who lost or make a concession have not been denigrated by other people.

Bargaining

This method begins with the agreement of opposing sides. Then, sides that recognize the importance of agreement start to bargain. At the end of the bargaining, sides reach an agreement at a mid point.

Election

At this strategy, people who have conflict explain his/her ideas to voter and then voter choose one of them. So winner ideas have been accepted. But voter may not be objective. For this reason, the election could not be useful for the company.

Evaluating the Effects of Conflict

This method is also known as the approach of bringing power into play. The director is to tend to make his authority known to the opposing sides who are insisting on the conflict despite of him. This method starts by the director’s putting forth the cost of this meaningless conflict for the organization. Through this action, he is to declare clearly that on the condition that the conflict is not over he is going to punish the sides and accordingly if the conflict is ended, they are going to be rewarded in an appropriate way.

Evaluating the Effects of Conflict

Because the sides are to be accept the power of the director, they are to quit the conflict shapely. However, it is possible that the conflict is to begin again in a moment when the director is weak.

Taking Up Employees’ Time

The manager takes up employees’ time by giving them some tasks. So, workers don’t have enough time to be in conflict with others. This strategy reduces number of conflict but don’t destroy it.

Finding New Possibilities

If the reason of conflict is scarce source, this strategy can be used to eliminate conflict. At this strategy, sources have been increased to eliminate conflict.

Taking Organizational Measures

At this strategy, the managers make job rotation or identify worker’s authority, task, and responsibility again to reduce conflict. Rotation causes people who have conflict to see each other less than before.

Determining Much More Important Objectives

At this method, managers determine much more important objectives and force their employees to come together for achieving those objectives. So, conflicts disappear until achieving important objectives. This method usually use in crisis period. After crisis period, conflicts appear again.

Determining Common Enemy

At this strategy, competition within group can be reduced by identifying a common enemy. For example, production and sales departments which have a conflict can identify enemy within another organization to reduce conflict.

Arranging Group Activities

If two people don’t know each other, this situation can cause conflict. For this reason, mangers must arrange group activities. So managers can eliminate conflict.

An Example:FIREART

The story is true, but people are not.

Source: Harward Business Review

WHICH STRATEGY IS THE BEST

Each one of strategies has opportunities and threats. For this reason, deciding which strategy is the best is depending on the situation, your goals and desires.

Results of Conflict

Conflict is harmful.

Conflict is useful.

Conflicts have useful and harmful results.

Useful Results of Conflict

In the result of conflict, People who have a conflict may know each other much

more. Old and unsuccessful leadership style may be changed. New objectives can be identified. Energy and motivation of employees may increase. Conflict can cause an increase in newness and

creativity by allowing increase in different ideas. Groups and people may become aware of their power. People can satisfy their aggressive drive.

Harmful Results of Conflict

In the result of conflict, one of two people who have a conflict may can be damaged physically.

Conflict may cause aggressive behavior and antagonism.

In the result of conflict, time, money and energy can be wasted.

In the result of conflict, people can regard their own objectives as superior.

Conflict can cause a decrease in productivity by affecting morale of people.

Conflict can cause fatalism.

Benefits and Costs of Conflict

Süleyman Kahraman

Is conflict necessarily be bad? What is the optimum level?

It is used to be thought an undesired thing in the past.

But it is proved that conflict is quite beneficial in a medium level and it is destructive when it is too high and too low.

The Benefits of Conflict

Conflict makes organization members more aware and able to cope with problems.

It promotes organizational change and adaptation Conflict strengthens relationships and heightens morale Conflict promotes awareness of self and others. Conflict enhances personel development and psychological

development Conflict can be stimulating and funny

The Costs of Conflict

Competitive Process: Misperception and Bias: Emotionality: Decreased comminication: Blurred Issues: Rigid Commitments: Magnified Differences, Minimized similarities: Escalation of the Conflict:

Bazı Kişilikler Ve Bunlarla Başa Çıkma

Yolları

B u l d o k

Saldırgan, katı, kavgaya meyilli, gol atma derdinde, uyarmadan

saldırıya geçebilir.

Kemirmeleri için

bir kemik verin. Söyledikleri ile söyleme şeklini

birbirinden ayırın. Soğukkanlı davranın.

A t Her şeyi kitabına göre yaparlar, zekidir ama her

zaman tökezleyebilir.

Onları suya götürün. Yapmaları için bir

şeyler verin. Yeniden tekrarlayarak

ve özetleyerek görüşlerinden faydalanın.

T i l k i

Üç kâğıtçı, toplantının altını oyar. Çok fazla dedikodu yapar. Potansiyel bir sabotajcı.

Görüşlerini açık seçik ortaya koymaları için onları zorlayın.

Gizli gündemlerini ortaya çıkarın.

Buldokları üzerlerine salın.

M a y m u n Çok bilmiş, her konuda uzman, çaktırmadan dedikodu yapar. Daldan dala atlar. Her şeye gönüllü olarak balıklama dalar.

Prosedürü kontrol edin. Kapalı sorular sorun. Yapmaları için onlara zor

bir iş verin.

K i r p i Dikenli, devamlı mızmızlanır. Herkesi küçümser, muhtemelen bir kaç kez ezilmiştir. Şüpheci, yardımı sevmez, işleri karıştırma eğilimi vardır.

Onları gıdıklayın. Uzmanlık alanlarına saygı

gösterin. Yardım etmelerini isteyin. Sorumluluk vererek onlara belli

bir statü kazandırın (ve tabii ki bir bardak sıcak süt).

C e y l a n Korkak ve içine kapanık, genç olabilir. Kaçmaya yatkın, sessiz bir savaşçı. Kendi ayakları üzerinde durmaktan yoksun.

Cevaplayabilecekleri direkt sorular yöneltin

Onları övün ve cesaretlendirin.

K u r b a ğ a

Geveze, düşünmeden konuşur, her yere burnunu sokar, tilkinin kurbanıdır.

Gündemden uzaklaşmalarına izin vermeyin, gaflarını görmezlikten gelin.

Zamana riayet etmelerini isteyin.

S u a y g ı r ı Debelenir, zamanın çoğunda yarı uykulu bir hâldedir. Belirsizlikleri sever. Hemen hemen her şeyde hemfikirdir. En sevdiği söz ‘niçin ben?’dir.

Uyandırmaya çalışın. Aniden sözü ona verin. Onları zorlayın.

Z ü r a f a Çok kolay dikkati dağılır, devamlı hayal kurar. Oldukça duygusaldır. Başarısız olmamak için her şeyi yapar.

Ayaklarının yere basması için onları cesaretlendirin.

Saygı gösterin. Açıklarını aramayın.