HANDLING CONFLICT AND OVERCOMING OBSTACLES Dr Catherine McCauley-Smith Senior Lecturer in Leadership Conflict is inevitable in groups and organizations. Mutual agreement is possible in any conflict situation if people are willing to negotiate in authentic ways. Conflict can be uncomfortable, but is not necessarily unhealthy or bad. The question is, How can we manage conflict and produce positive change? Communication plays a central role in handling conflict. Intrapersonalo Discord that occurs within an individual o Involves dynamics of personality InterpersonaloDisputes that arise between individuals oThis is the conflict type addressed in Chapter 9 Societal oClashes between societies and nations Conflict is a felt struggle between two or more interdependent individuals over perceived incompatible differences in beliefs, values, and goals, or over differences in desires for control, status, and connectedness. Struggle o Opposing forces coming together Interdependence o Leaders and followers need each other. o How much influence do I want? How much am I willing to accept? Feelings o Emotional arousal within both parties o Array of emotions including anger, sadness, or disconnection Differences o Differences in beliefs, values, goals, or in desire for control, status, and connectednessContent and Relationship Dimension of Messages Content oObjective, observable aspects oWhat the message is about oEx.: Please stop texting at work Relationship oIndicates how the two parties are affiliated oDetermines how the content dimension should be interpreted Content Conflicts Center on differences in beliefs and values, or goals Belief conflicts occur when others viewpoints are incompatible with our own. oEx.: PETA Value conflicts occur when others values are incompatible with our own. Goal conflicts occur where individuals have different goals. Procedural Conflict o When individuals differ on how to reach a goal Substantive Conflict o When individuals differ on what the goal should be Also known as personality clashes Center on issues of esteem, control, or affiliation Esteem is one of the major human needs: o We desire to have an effect on our surroundings and to be seen as worthy of respect. o When our esteem needs arent met, we experience relational conflict. o At the same time, others want their own esteem needs satisfied. o If either party feels they are receiving insufficient validation, a clash develops. Control issues are common in interpersonal conflict. o Each of us desires to have an impact on others. o Having control increases our feeling of potency and minimizes feelings of helplessness. o When we see others hindering us or limiting our control,conflict often results. o Each of us seeks different levels of control. o Control needs may vary from one time to another. Affiliation is the need to feel included in our relationships, to be liked and to receive affection (Schutz, 1966). oIf our needs for closeness are not satisfied in our relationships, we experience feelings of conflict. oWe each vary in our need for affiliation. oWhen others behave in ways that are incompatible with our own desires for warmth and affection, feelings of conflict emerge. oEx.: football coach and one of his players Relational issues are often bound to content issues during conflict. Principled negotiation emphasizes deciding issues on their merits rather than through competitive haggling or excessive accommodation. Four principles focus on basic elements of negotiation: people, interests, options, and criteria. Conflicts have a people factor and a problem factor that need to be separated. This is not easy, because they are entangled. By separating them we are able to recognize the others uniqueness and needs. It enables us to be attentive to our relationships and work together to mutually confront the problem. Positions represent our stand or perspective in a particular conflict. Interests represent what is behind our positions. Interests often relate to basic human concerns such as belonging, recognition, control, economic well-being, etc. Concentrating on interests helps opposing parties address the real conflict. Ex.: class attendance policy Humans naturally see conflict as an either-or proposition; we either win or lose. This principle frames conflict as a win-win. Parties need to brainstorm and search hard for creative solutions to conflict. Where do parties interests overlap? By being sensitive to others interests we can make it easier for them to be satisfied. . Objective criteria help parties view conflict with an unbiased lens. Objective criteria can take many forms: o Precedent o Professional standards o What a court would decide o Moral standards o Tradition o Scientific judgment Ex.: salary negotiation Managing Conflict: Differentiation Differentiation defines the conflict & requires individuals to explain their positions. Focuses on individuals differences rather than on similarities Occurs in the early phases of conflict Differentiation is useful because it: oFocuses the conflict oGives credence to both parties interest oDepersonalizes the conflict Fractionation is a technique of breaking down large conflicts into smaller, more manageable pieces. Helpful because: It reduces the conflict by paring it down to a smaller, less-complex conflict. It gives focus to the conflict. It facilitates a better working relationship between participants in the conflict. Managing Conflict: Face Saving Consists of messages that individuals express to each other to maintain their positive self-images during a conflict. Allows a person to acknowledge the others point of view without offending them. Makes conflicts less threatening and helps participants feel they have handled themselves appropriately. Kilmann & Thomas Conflict Styles A conflict style is a patterned response that people use when approaching conflict. Conflict styles vary along two dimensions: assertiveness and cooperativeness. o Assertiveness refers to attempts to satisfy ones own concerns o Cooperativeness represents attempts to satisfy the concerns of others The Thomas-Kilmann model identifies five conflict styles. A persons individual style is usually a combination of these five different styles. Avoidance Style This style is low on both cooperativeness and assertiveness. Advantages of the style: o When an issue is trivial o When potential damage from the conflict would be too great o Can provide a cooling-off period Disadvantages of the style: o Usually counterproductive, leads to stress and further conflict o Static approach, does nothing to solve problems Competition Style This style is high on assertiveness but low on cooperativeness. Essentially a win-lose approach Advantages of the style: o Useful when quick, decisive action is needed o Can generate creativity o Challenges participants to make their best efforts Disadvantages of the style: o Results in a winner and a loser o May create an unstable situation and hostile communication o Is essentially disconfirming, failing to recognize the needs of others Accommodation Style This style is high on cooperativeness and low on assertiveness. Individuals confront problems by deferring to others. Advantages of the style: o Allows people to move away from uncomfortable feelings aroused by conflict o Can work when the issue is more important to one party than another or if harmony in the relationship is the most important goal Disadvantages of the style: o In effect it is a lose-win strategy o The accommodator sacrifices his or her own values and goals to maintain smooth relationships o Need for harmony may override the need to find an optimal solution Compromise Style This style is moderate on both cooperativeness and assertiveness. Advantages of the style: o Requires attending to ones goals as well as others o Works best when other styles have failed or arent suitable o Can force an equal power balance between parties Disadvantages of the style: o Doesnt go far enough in resolving conflict o Can become as easy way out o Neither side may be completely satisfied Collaboration Style This style is high in both assertiveness and cooperativeness. Ideal style because it confronts conflict and then uses it to produce positive outcomes Advantages of the style: o Both sides win o Communication is satisfying o Relationships are strengthened o Negotiated solutions are more cost-effective in the long run Disadvantages of the style: o Demands energy, hard work, and shared control o Takes time to identify areas of agreement and select mutually satisfying solutions Summary Interpersonal conflict is inevitable. If managed in appropriate ways, conflict can be constructive. Conflict occurs on two levels: content and relationship. One approach to resolving conflict is the Method of Principled Negotiation, which focuses on people, interests, options, and criteria. Three practical communication approaches to resolving conflict are differentiation, fractionation, and face-saving. Finally, researchers have found that people approach conflict using five styles: avoidance, competition, accommodation, compromise, and collaboration. Managing conflict effectively leads to stronger relationships among participants and more creative solutions to problems. It is not uncommon for individuals to be unclear or confused about their goals. Sometimes the goal is unknown, obscure, or hidden among competing goals. When goals are not apparent, people are less likely to be successful. Leaders need to make goals clear. o If goal is vague Clarify it o If goal is embedded among other goals Identify it Ineffective performance results from unclear directions from leaders. Directions that are vague, confusing, rambling, imprecise, or incomplete can have a debilitating effect on individuals. oPeople lose the capacity to move forward oGroup members feel lost; they do not know how to reach their goal Leaders must define the path to the goal. Individuals vary in their need for direction. GPS metaphor Obstacle Three: Low Motivation Hundreds of articles have been written in an attempt to explain human motivation. Path-goal leadership incorporates expectancy theory as a way to motivate others.oExpectancy Theory suggests people will be more motivated when the effort they put into a task leads to an expected outcome that they value. oThis occurs when individuals: feel competent get what they expect value what they do Solution: Give relevant support. Let people know that they are competent. Make sure the outcome people expect from their effort is achievable and will likely occur. Help others see the value in their work performance through monetary rewards, positive personal feedback, or special achievement awards. Obstacle Four: Complex Tasks When the task is unstructured, ambiguous, or complex, it creates an obstacle for individuals. Some may feel overwhelmed in these situations. When leaders simplify complex tasks, it helps others feel more competent about their work. When the task is complex the leader needs to be directive and clarify the path to the goal. Directive leaders give others instruction, including: oWhat is expected of them oHow it is to be done oTimeline for when it should be completed oSetting clear performance standards Sometimes the obstacle is simplicity. o Simple, repetitive tasks can negatively affect motivation. o There is little excitement about doing the same job over and over; simple tasks become dull. Solution: Give support and nurturance oIt is important for leaders to use a supportive styleIt provides what is missing by giving nurturance when group members are engaged in boring tasks. oSocial support can take a variety of forms and it shows care for the well-being of the worker. Having a voice in what happens is very important to people. oPeople want to fit in. oBy expressing their thoughts & opinions, individuals feel like they are making a contribution to the group. Leaders should use a participative style to address the issue of low involvement. oLeaders invite others to share in the ways and means of getting things done. They create a climate that is open to new and diverse opinions. Some people do not work well because they do not feel challenged by what they are doing. oWithout challenge, people find work uninteresting. oAs a result, they work less or quit & find something more challenging. Leaders should adopt an achievement-oriented style of leadership. oChallenge individuals to perform at the highest level. oSet standards of excellence & challenge others to meet them. Summary Challenges and difficulties will always be present for people in the workplace. Effective leaders help individuals define their goals and the paths they wish to take to meet those goals. Four leadership styles can be used to help people overcome obstacles: directive, supportive, participative, and achievement oriented.