Business Leadership and Organizational Behavior Conflict Management Craig W. Fontaine, Ph.D

Business Leadership and

Organizational Behavior

Business Leadership and

Organizational Behavior

Conflict Management

Craig W. Fontaine, Ph.D.

Definition of ConflictDefinition of Conflict

A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about– That point in an ongoing activity when an interaction

“crosses over” to become an interparty conflict

Organizational ConflictOrganizational Conflict

Organizational Conflict– The discord that arises when goals, interests or

values of different individuals or groups are incompatible and those people block or thwart each other’s efforts to achieve their objectives.

– Conflict is inevitable given the wide range of goals for the different stakeholder in the organization.

• Lack of conflict signals that management emphasizes conformity and stifles innovation.

• Conflict is good for organizational performance although excessive conflict causes managers to spend too much time achieving their own ends.

Transitions in Conflict ThoughtTransitions in Conflict Thought

Traditional View of Conflict

– The belief that all conflict is harmful and must be avoided

– Prevalent view in the 1930s-1940s

Conflict resulted from:

– Poor communication

– Lack of openness and trust between people

– Failure to respond to employee needs

Continued Transitions in Conflict ThoughtContinued Transitions in Conflict Thought

Human Relations View of Conflict– The belief that conflict is a natural and

inevitable outcome in any group– Human relations school advocated acceptance

of conflict, which may sometimes benefit a group’s performance

– Prevalent from the late 1940s through mid-1970s

Interactionist View of Conflict– 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

– Current view

The Effect of Conflict on Organization PerformanceThe Effect of Conflict on Organization Performance

Forms of Interactionist ConflictForms of Interactionist Conflict

Functional conflicts:

- Conflicts which are constructively support the goals of the group and improve its performance

Dysfunctional conflicts:

-Conflicts that destructively hinder group performance or involve personal attack.

Types of Organizational ConflictTypes of Organizational Conflict

• Intra-group Conflict• Conflict within a group or team.

• Inter-group Conflict• Conflict between two or more teams or groups.

• Inter-organizational Conflict• Conflict that arises across organizations.

• Inter-personal Conflict - conflict between individuals • Inter-role Conflict - a person’s experience of conflict

among the multiple roles in his/her life• Intra-role Conflict - conflict that occurs within a

single role, such as when a person receives conflicting messages about how to perform a certain role

• Person–role Conflict - conflict that occurs when an individual is expected to perform behaviors in a certain role that conflict with his/her personal values

Types of Personal ConflictTypes of Personal Conflict

The Conflict ProcessThe Conflict Process

Stage I: Potential Opposition or IncompatibilityStage I: Potential Opposition or Incompatibility

Communication– Semantic difficulties, misunderstandings, and

“noise” Structure

– Size and specialization of jobs– Jurisdictional clarity/ambiguity– Member/goal incompatibility– Leadership styles (close or participative)– Reward systems (win-lose)– Dependence/interdependence of groups

Personal Variables– Differing individual value systems– Personality types

Stage II: Cognition and PersonalizationStage II: Cognition and Personalization

Important stage for two reasons:

1. Conflict is defined • Perceived Conflict

– Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise

2. Emotions are expressed that have a strong impact on the eventual outcome• Felt Conflict

– Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility

• Latent Conflict - Conditions are “ripe”• Perceived Conflict - First differences voiced• Felt Conflict – Parties feel it – anxious/stress• Manifest Conflict – Open conflict!• Conflict aftermath – Conflict over

Stages of ConflictStages of Conflict

Perceptions play a major role in conflicts. People can perceive conflict along several dimensions:

• Relationship/Task • Emotional/Intellectual• Cooperate/Win

or is it….• Public versus private• Formal versus informal• Rational versus non-rational

The Role of Perception is ConflictThe Role of Perception is Conflict

Stage III: IntentionsStage III: Intentions

Intentions– Decisions to act in a given way– Note: behavior does not always accurate reflect

intent

Dimensions of conflict-handling intentions:– Cooperativeness

• Attempting to satisfy the other party’sconcerns

– Assertiveness• Attempting to satisfy

one’s own concerns

Stage III: Intentions (Summary of Styles)Stage III: Intentions (Summary of Styles)

Dimensions of conflict-handling intentions:– Competing

• One seeks to satisfy his/her own interests, regardless of the impact on other parties, one wins and the other losses.

– Collaborating• Search for cooperation and a mutually beneficial outcome—Win-

Win solution. Party solve problems by clarifying differences rather than by accommodating various points of view.

– Avoiding• One to withdraw or suppress the conflicts. E.g. trying to ignore a

conflict and avoid others with whom you disagree. – Accommodating

• One attempts to place the other conflicting party’s interest above his/her own in order to maintain relationship. More self sacrificing

– Compromising• Each party to a conflict seeks to give up something to results a

compromised outcome. No clear winner or loser.

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Uncooperative Cooperative

Assertive

Unassertive

COMPETINGCOMPETING COLLABORATINGCOLLABORATING

COMPROMISINGCOMPROMISING

AVOIDINGAVOIDING ACCOMODATINGACCOMODATING

Stage III: Intentions (Summary of StStage III: Intentions (Summary of StStage III: IntentionsStage III: Intentions

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Style Works Doesn’t Work

COMPETE

• Quick results

• Emergencies

• Adverse decisions (e.g. discipline, cost-cutting)

• Company policy (where you’re right)

• Protecting yourself from being taken advantage of

• Hurts others

• Makes them mad/ resentful

• Sabotage/resistance: problems, won’t work, attendance, overtime

Credit - Scott Davis. Adapted from the Thomas-Kilmann Conflict Mode Instrument© 2004 Chaos Management, Ltd.

The ability to argue or debate The ability to influenceSkills Standing your ground Stating your position clearly

Asserting your opinions and feelings


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COLLABORATE

• New ideas, insights, “better solutions”

• Gets commitment

• Working harder through feelings in a relationship

• Learning is important—you know you don’t have the solution

• Lack of time

• Trivial problem

• No interest: see no result/benefit, don’t like each other


Listen Identify concerns as you are workingSkills Be open Analyze what is in front of you

Identify interests


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COMPROMISE

• Projects (division of work: “I’ll do, you’ll do”)

• Backup to compete or collaborate

• When trade-offs are necessary—splits difference

• Scheduling vacations, work hours, etc.

• Temporary solutions

• Expedient solutions under time pressure

• Trade-off causes problems in productivity, quality, customer satisfaction, timeliness, and cost effectiveness

• Involves strategic decisions and goals

• Breach of commitments previously reached

• Violates company policies, norms, goals


Skills Find middle ground Make concessions “Split the difference”


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AVOID

• Trivial issues or not real issue

• Need more time

• Others can solve it better/it is not my role

• Getting another opportunity to listen, ask questions, get information

• Potential damage of confrontation outweighs benefits

• Message not heard

• Problem does not go away

• Can cause stress, looks “bad”

Skills Ability to withdraw Sense of timing Ability to leave some things unresolved



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ACCOMMODATE

• Deadlines

• Gets results

• You’re wrong and you know it

• Helps relationships/builds “bank”

• You’re outmatched, losing

• Not important to you—very important to other

• Harmony is very important

• Can’t please everyone

• Taken advantage of—projects, workload, etc.

• Potential bad direction, ideas

• Expectations/roles are misunderstood

Skills Ability to forego desires Ability to yield and keep peace Ability to apologize gracefully



Strategies

Emphasizing superordinate goals that both parties agree on.

Focusing on the problems and issues at hand, and not personalizing the negotiations.

Focusing on interests not demands by understanding why the other party wants a specific need satisfied in the negotiations.

Creating new options for joint gain by focusing on new interests to allow new ideas to come forth

Focusing on what is fair opens up room in the negotiations for both parties to come to a mutual agreement about the best solution to a problem.

Stage IV: BehaviorsStage IV: Behaviors

Stage IV: BehaviorsStage IV: Behaviors

Strategies Focused on The Whole Organization

Changing the structure of the organization

Shifting from a functional structure to a product structure as the organization increases in size.

Increasing the levels of integration in the organization

Using cross-functional teams to resolve conflicts between departments.

Changing the organization’s culture

Taking steps to change dysfunctional norms and values to reduce conflict and refocus the organization on effective goals.

Altering the source of the conflict

If conflict is due to overlapping authority, managers can fix the problem at the source.

Stage IV: Behaviors (Conflict Resoultion Approach)Stage IV: Behaviors (Conflict Resoultion Approach)

Strategies Focused on Individuals

Increasing awareness of the source of conflict

Can conflict source can be found and corrected?

Increasing diversity awareness and skills

Older workers may resent younger workers, or experience cultural differences.

Practicing job rotation or temporary assignments

Provides a good view of what others face.

Using permanent transfers and dismissals when necessary

Avoids problem interactions.

Stage V: OutcomesStage V: Outcomes

Functional– Increased group

performance

– Improved quality of decisions

– Stimulation of creativity and innovation

– Encouragement of interest and curiosity

– Provision of a medium for problem-solving

– Creation of an environment for self-evaluation and change

Dysfunctional– Development of

discontent

– Reduced group effectiveness

– Retarded communication

– Reduced group cohesiveness

– Infighting among group members overcomes group goals

Creating Functional Conflict– Reward dissent and

punish conflict avoiders

Resolution of a Conflict Occurs When:

The physical well-being of each party is maintained during

negotiations and in the resolution reached.

Feelings of self-worth of each party are maintained during

the negotiation process and in the resolution reached.

Each person respects or tolerates the other party as a person

person while understanding that this does not imply

approval of that party’s morals or values.

All relevant facts and available and technical information are

considered and used by the persons in reaching the resolution.

The resolution reached was chosen by each party even though

other options were available.

Individual DifferencesIndividual Differences

Personality Traits– Extroverts and agreeable people weaker at

distributive negotiation – disagreeable introvert is best

– Intelligence is a weak indicator of effectiveness Mood and Emotion

– Ability to show anger helps in distributive bargaining

– Positive moods and emotions help integrative bargaining

Gender– Men and women negotiate the same way, but may

experience different outcomes– Women and men take on gender stereotypes in

negotiations: tender and tough– Women are less likely to negotiate

Global ImplicationsGlobal Implications

Conflict and Culture (Example)– Japanese and U.S. managers view conflict

differently– U.S. managers more likely to use competing

tactics while Japanese managers are likely to use compromise and avoidance

Cultural Differences in Negotiations (Examples)– Multiple cross-cultural studies on negotiation

styles, for instance:• American negotiators are more likely than Japanese

bargainers to make a first offer

• North Americans use facts to persuade, Arabs use emotion, and Russians used asserted ideals

• Brazilians say “no” more often than Americans or Japanese

Documents

Business Leadership and Organizational Behavior Conflict Management Craig W. Fontaine, Ph.D