Conflict Resolution Management

8/2/2019 Conflict Resolution Management

1/24


2/24

3/19/12

Conflict Management

Sources of Conflict

Desirability of Conflict

Types of Conflict

Undesirability of Conflict

Game Theory

Toward Conflict Management


3/24

3/19/12

Sources of Conflict

Conflict is an

--expressed struggle

--between at least two interdependent parties

--who perceive incompatible goals, scare resources, and

--interference from others in achieving their goals (Wilmotand Hocker, 1998) Conflicts exist whenever incompatible activities occur.


4/24

3/19/12

Sources of Conflict

Conflicts may originate from a number ofdifferent sources, including:

Differences in information, beliefs, values,interests, or desires.

A scarcity of some resource.

Rivalries in which one person or group competeswith another.


5/24

3/19/12

Desirability of Conflict

Conflict can be desirable.

Conflict helps eliminate or reduce the likelihood ofgroupthink.

A moderate level of conflict across tasks within a group

resulted in increased group performance while conflictamong personalities resulted in lower group performance(Peterson and Behfar, 2003)


6/24

3/19/12

Types of Conflict

Conflict of ideas

Dooley and Fryxell (1999) found that conflict of ideas at theearly stage of decision making (idea formulation) wasdesirable.

However, it can cause problems at a later stage when theideas have to be implemented.

Conflict of feelings are often calledpersonality conflict


7/24

3/19/12

Types of Conflict

Opposition and Support


8/24

3/19/12

Undesirability of Conflict

Conflicts can be hard to control once they have begun. The trend is toward escalation and polarization.

When conflict escalates to the point of being out of control,it almost always yields negative results.


9/24

3/19/12

Game Theory

Game theory puts people into the mixed-motive situation. Covey (1990) in The Seven Habits of Highly Successful

People refers to the scarcity mentality versus theabundance mentality.

The scarcity mentality leads us to resent the success of others. The abundance mentality allows us to think of situations in

which everybody can win.


10/24

3/19/12


Conflict managementis defined as the opportunity toimprove situations and strengthen relationships (BCS,2004).

proactive conflict management

collaborative conflict management


11/24

3/19/12


Blake and Moutons Conflict Grid

Source: Reproduced by permission from Robert R. Blake and Jane Syngley Mouton.The Fifth Achievement.Journal of Applied Behavioral Science 6(4), 1970..


12/24

3/19/12


Blake and Mouton (1970) proposed a grid that showsvarious conflict approaches. The 1,1 style is the hands-off approach, also called

avoidance.

The 1,9 position, also called accommodation, is excessivelyperson-oriented.


13/24

3/19/12


The 5,5 position represents a willingness to compromise.

The 9,1 is the bullheaded approach, also called competing.

The optimum style for reducing conflict is the 9,9 approach,

also called collaboration.


14/24

3/19/12


Borisoff and Victor (1998) argue that the best strategy forconflict management (negotiation) depends on thedesired outcome.


15/24

3/19/12


Unilateral negotiation strategies include:

The trusting collaboration

strategy.

The open subordination strategy.

The firm competition strategy.

The active avoidance strategy.


16/24

3/19/12


Interactive negotiation strategies Trusting collaboration

Principled negotiation

Firm competition

Soft competition Open subordination

Focused subordination

Active avoidance

Passive avoidance

Responsive avoidance


17/24

3/19/12


Fisher, Ury, and Patton (1991) outline four principles thatcomposeprincipled negotiation. Separate the people from the problem.

Focus on interests, not positions.

Invent options for mutual gain. Seek objective criteria.


18/24

3/19/12


The Continuum of Decision-Making Behavior has beendescribed as including four styles of decision making:

Tells

SellsConsults

Joins


19/24

3/19/12


Diane Yale (1988) outlines three metaphoricalapproaches to conflict:

The competitive, adversarial

metaphorOften results in a winner and loser in the resolution process. Theproblem-solving metaphor

If [conflict] is focused on problem-solving, everything that comes at

you is seen as a problem or a solution.

The creative orientation metaphor

Brings an innovative quality to group conflict resolution.


20/24

3/19/12

Toward Conflict ManagementPractical Tips

Walker and Harris (1995) offer thefollowing practical tips forimplementing the 9,9 style.

Encouraging behavior occurs whena team member:

1. Avoids feelings or perceptions thatimply the other person is wrong or

needs to change.

2. Communicates a desire to work

together to explore a problem or seek a

solution.


21/24

3/19/12

Toward Conflict ManagementPractical Tips

4. Identifies with another team membersproblems, shares feelings, and accepts the

team members reaction.5. Treats other team members with respectand trust.

6. Investigates issues rather than taking

sides on them.

The same principles can be applied to

negotiating with others outside your


22/24

3/19/12


A Continuum of Decision-Making Behavior

Source: From Stewart L. Tubbs. Empowerment (Ann Arbor, Mich.: U-Train, Inc., 1993), pp 5-9.Adapted from R. Tannenbaum and H.W. Schmidt. How to Choose a Leadership Pattern, Harvard


23/24

3/19/12

Review of the Systems Approach

Individuals should understand their own personal triggersto better deal with conflict situations in the workplace(Robin, 2004)

Group members should think about other group membersearly on to identify privately those individuals andbehaviors that may push their buttons.


24/24

3/19/12

Review of the Systems Approach

Conflict may have some desirable consequences.

Out of control conflict may be destructive.

Conflict-producing behaviors are more likely from thosehigh in aggression, dominance, and the need for

autonomy. An important factor related to conflict is the style of

leadership and the resulting group norms regardingconflict.

Documents

Conflict Resolution Management