Conflict Conflict occurs when parties disagree over substantive issues or when emotional antagonisms create friction Schermerhorn; Ch. 18

ConflictConflict

Conflict occurs when

•parties disagree over

substantive issues or when

•emotional antagonisms

create frictionSchermerhorn; Ch. 18

Substantive issuesSubstantive issues

Goals

Values

Allocation of Resources

Methods

Ethics

Schermerhorn; Ch. 18

Substantive issues Substantive issues

Consider issues in health care

* patient care

* administration


Emotional antagonismsEmotional antagonisms

Anger

Mistrust

Dislike

Fear

Resentment



Pride

Invest emotion in a position

win/lose

save face

support friends

leverage by personality



Examples in health care

political hierarchy


Emotional Intelligence

Emotional perception & expression Emotional facilitation of thought Emotional understanding Emotional management

Levels of ConflictLevels of Conflict

Intrapersonal

Interpersonal

Intergroup

Interorganization


TypesTypes

Horizontal

Vertical

Role


-

Low HighIntensity


Impact on

Performance

+Conflict

Moderate is constructive

StagesStages

Conflict antecedents

Perceived conflict

Felt conflict

Manifest conflict = openly expressed in behavior

Environment of ConflictEnvironment of Conflict

Participants

Timing / Work cycles / Schedules

Day of the week

Hour of the day

Preexisting stress levels

What is in the bag?What is in the bag?

‘‘Getting to Yes’Getting to Yes’

What is the best way for people to deal

with their differences?

Create Options

Fisher R, Ury W: Getting to Yes, 1991

Where do we findWhere do we find ’differences’?’differences’?

__________________

__________________

__________________


““The Problem”The Problem”

Don’t bargain over positions

Examples providedExamples provided

CustomerCustomer ShopkeeperShopkeeper


““The Method”The Method”

Separate the people from the problemEvery Negotiator has two kinds of

interests:– The Substance– The Relationship

Separate the relationship from the substance

Tenant Landlady



Perception•Discuss perceptions•Look for opportunities to act

inconsistently with their perceptions

– Engage in ‘Face-saving’•Make sure your proposals are

consistent with their values.



Emotion– Recognize emotions (all sides)– Consider emotions legitimate

and acknowledge– Allow emotions to be displayed– Don’t react to the emotions– Use symbolic gestures



Communication•Use active listening•Acknowledge what is said but do

not use paraphrasing to restate their perception

•Restate their position positively•Speak about yourself not them•Speak for a purpose

– Engage in ‘Face-saving’•Make sure your proposals are

consistent with their values.



Focus on the Interests, Not PositionsAsk ‘Why?’ and ‘Why Not?’Ask ‘Why?’ and ‘Why Not?’

Consider the impact on my Consider the impact on my interests:interests:– Will I lose or gain political support?Will I lose or gain political support?

– Will colleagues criticize or praise me?Will colleagues criticize or praise me?



Focus on the Interests, Not PositionsImpact on the group’s interests:Impact on the group’s interests:

– What will be the short-term What will be the short-term consequences? Long term?consequences? Long term?

– What will be the economic consequences?What will be the economic consequences?– What will be the effect on outside What will be the effect on outside

supporters and public opinion?supporters and public opinion?– Will the precedent be good or bad?Will the precedent be good or bad?– Will making this decision prevent doing Will making this decision prevent doing

something better?something better?– Is the action consistent with our Is the action consistent with our

principles? Ethical?principles? Ethical?– Can I do it later if I want?Can I do it later if I want?



Focus on the Interests, Not Positions

The most powerful interests are basic The most powerful interests are basic human needs.human needs.

__________________ __________________ __________________ __________________ __________________



Focus on the Interests, Not Positions The most powerful interests are basic human The most powerful interests are basic human

needs.needs.


Security

Economic Well Being

A Sense of Belonging

Recognition

Control Over One’s Life


Invent Options for Mutual Gain– Not inventing is the norm– Judgement hinders evaluation– People often approach this by narrowing the

options not broadening them.– Develop a solution that also appeals to the

self-interest of the other party

Process:– Separate inventing from deciding

• Add a brainstorming session• Involve a facilitator• Use the ‘Circle Chart’


What is wrong What might be done

In Theory

In the real world

Step II. AnalysisStep II. Analysis

• Diagnose the problem• Sort symptoms into

categories• Suggest causes• Observe what is lacking• Note barriers

Step III. Step III. ApproachesApproaches

• What are the possible strategies or prescriptions?

• What are some theoretical cures?

• Generate broad ideas about what might be done.

Step I. ProblemStep I. Problem Step IV. Action IdeasStep IV. Action Ideas

• What’s wrong?• What are current

symptoms?• What are disliked facts

contrasted with a preferred solution?

• What might be done?• What specific steps

might be taken to deal with the problem?



Insist on Using Objective Criteria

DevelopingDeveloping Objective Criteria Objective Criteria• Fair StandardsFair Standards• Fair ProceduresFair Procedures


The Big What IfsThe Big What Ifs

What if they are more powerful?

Develop your BATNA

Best Alternative to a Negotiated Agreement



What if they won’t pay?



What if they use dirty tricks?


Project 3Project 3Goal: Have a successful negotiation to secure your position.

Objectives: This will vary by team. See further information below. Outline strategies to achieve the objectives at this

meeting. Identify activities that would take place prior to the

meeting to enhance your position. Assess how you would interact with your team member

and how your team may interact with the other teams. Note what objectives you have in common and what objectives may be in conflict.

Determine what you will share openly with your team members and what your team will share with the other teams. By default - what does that leave that you will not share with anyone?

Demonstrate negotiation skills. Demonstrate the ability to conduct a negotiation in a

professional manner.

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ScenarioScenarioYour organization has just conducted a strategic

plan that has a goal of expansion in health promotion activities involving nutrition. To achieve this goal the nutrition and wellness division will require additional resources in the form of personnel (2.5 FTE estimated at = $62 K per FTE), additional office space, and equipment and supplies. The total estimated annual budget is $250K. However, the estimates on return for the investment suggest it will take 5-6 years for this area to bring revenue to your business.

A second goal of the strategic plan is to maximize assets for improved risk management. Currently legal fees and direct payments are costing the company $100K per year. The main expenses are increased insurance premiums,

legal fees and compensation for injuries related to some malfunctioning equipment.

Team A:Team A:

Team A: Represents company management. This is the decision

making group for the negotiation.

– The CEO of the company who must present a plan to the board of directors that indicates the strategic plan is moving forward and the company is using fiscal responsibility.

– The Chief Financial Officer. – The Director of Policy who had developed the

strategic plan.

Team B:Team B:

Team B: Represents the nutrition andwellness division.

Team C:Team C:

Team C: Represents the risk managementteam.

The NeedsThe Needs

Team A: Needs to prove financial responsibility. The company has not been making a profit, the stockholders are alarmed and the startup cash flow suggests they may only have reserves for 3-4 years.

Team B: Needs to expand. The RD who was first hired realizes without the expansion her area may in fact be cut and nutrition information handled by the physical activity consultant.

Team C: Needs to settle outstanding legal suits. Is concerned additional problems may exist with other equipment

The Results

Everybody needs to look good Everyone's job is on the line

Rules/ FormatRules/ Format

Each team will have 10 minutes for a presentation. Followed by a break.

Lobbying may occur during the break.

After the break there will be 30 minutes for negotiations. At the end of the session each group will summarize their position and any agreements that were reached.

Team A will make a decision.

Business EnvironmentBusiness Environment

Consider this a formal business presentation.

Attire for this meeting is either a business suit or a jacket/ skirt.

Each member represents the team and as such professional conduct and communication styles will be evaluated as both a team and individual effort.

12 Points Team grade:9 points for team presentation3 points for team paper (One 3 page summary

of the project per team.) This paper should describe strategies for the negotiation. Demonstrate a synthesis with information from the supportive reading ‘Getting to Yes’.

Overall quality of work Focus on goal and objectives for the project Effective selection and application of

productivity tools Materials / Handouts / Illustrations / Overheads Team coordination and organization

EvaluationEvaluation

4 points for the individual grade: – Oral presentation; – Level of participation in

negotiation process including observations of other teams activities, evaluation of their strategies, redesign of team strategy given evolving negotiation, lobbying involvement, demonstration

of professional conduct. etc.

EvaluationEvaluation

Documents

Conflict Conflict occurs when parties disagree over substantive issues or when emotional antagonisms create friction Schermerhorn; Ch. 18