Interpersonal Conflict Management Styles

8/8/2019 Interpersonal Conflict Management Styles

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Under DiscussionO What are conflicts?

O Types of conflicts

O The Conflicts Process

O Pros n Cons of conflicts

O Sources of Conflicts

O Interpersonal Conflicts

O

Structural approach to manage conflictsO Role of negotiation


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Case StudyShell's attempted

takeover of Woodside

petroleum generatedconflict among

executives who continue

to work together on the

joint North-West gasproject.


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CONFLICT

Conflict is a process in

which one party

perceives that itsinterests are being

opposed or negatively

affected by another

party.


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CONFLICT PROCESS


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Sources ofConflicts

Incompatiblegoals

Different valuesand beliefs

Taskinterdependence

Scarceresources

Ambiguous rules

Communicationproblems


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Sources ofConflictsO Incompatible goals is a common source of

conflict. This is the situation in whichpeople or work units have goals that

interfere with each other.O Cultural diversity makes it difficult to

understand or accept the beliefs and valuesthat other people hold towardsorganizational decisions and events.

O

Scarce resources generate conflict becauseit motivate people to compete with otherswho also need those resources to achievetheir objectives.


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Sources of Conflicts

O Task interdependence exists when team

members must share common inputs to

their individual task, need to interact in theprocess of executing their work or receive

outcomes. There are three levels of task

interdependence:

O Pooled interdependence

O Sequential interdependence

O Reciprocal interdependence


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Sources of Conflicts

O Ambiguous rules occur because the uncertaintyincrease the risk that one party intends tointerfere with the other partys goals.

O Communication problems occur due to the lackof opportunity , ability or motivation tocommunicate effectively. There are some causesbehind this:O People use stereotypes instead of direct interaction.

O People lack the necessary skills to communicate in a

diplomatic way.O Less motivation to do the communication in future

because of socioemotional conflict.


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Conflict perceptions

and emotions

O This refer to the two types of conflicts:

O Task-Related conflict.O This occur when the people disagree about

task issues, such as goals, key decision areas,procedures and the appropriate choice foractions.

O Socioemotional conflict:O This occurs when differences are viewed as

personal attacks rather than attempts toresolve an issue. The discussion becomesemotionally charged , which introducesperceptual biases and distorts informationprocessing.


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Manifest Conflict

Conflict is also manifested by decisions,

behaviors and the style each side uses to

resolve the conflict , such as whether one

side tries to defeat the other or find a

mutually beneficial solution.


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Conflict OutcomesPositiveOutcomes:

O Increase cohesiveness

O Help to recognize problems and

to identify their solutionsO Conflict improve team

dynamics

O Motivate team members towork effectively

O Increase team productivity


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Conflict Outcomes

NegativeOutcomes:

O Conflict increase frustration

O Job dissatisfaction

O It Increase stress

O Increase turnover and

absenteeism


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Constructive ControversyIt is the positive

application of conflict. It

helps people to learn aboutthe others point of view,

which encourages them to

re-examine their basic

assumptions about aproblem and its solution.


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EXAMPLESO Douglas Hsu want to reconstruct his father's

company because that was in the loss. In thiscompany the problem was that the employees were

encouraged to disagree with their boss.O Samsung appointed new independent directors for

reconstruction but they do nothing only seems tohinder speed in decision making.

O Hyundai also appointed new director for the same

problem. Park, new director give the solution oftransferring funds through a share purchasearrangement to support their employees and wantto create harmony among them.


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Interpersonal Conflict

Management Styles


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Win-Win Orientation:The belief

that the conflicting parties will find a

mutually beneficial solution to their

disagreement.

Win-LoseOrientation:

The belief that

the conflicting parties are drawing from afixed pie, so the more one party receives,

the less the other party will receive.


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Researchers have categorized fiveinterpersonal styles of approaching the

other party in a conflict situation.

Collaborating

Avoiding

Competing

Accommodating Compromising


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Each approach can be placed in a twodimensional grid reflecting the level of

assertiveness and cooperativeness.

Assertiveness: It is the personsmotivation to satisfy his own interests.

Cooperativeness: It is the personsmotivation to satisfy other partys interests.


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Collaborating: Collaboration triesto find a mutually beneficial solution

for both parties through problem

solving.

Avoiding: Avoiding tries to smoothover or avoid conflict situations

altogether.


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Competing: Competing

tries to win the conflict at theothers expense.

Accommodating:Accommodating involves givingin completely to the other sideswishes, or at least cooperatingwith little or no attention to yourown interests.

Compromising:

Compromising tries toreach a middle ground with theother party.


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Choosing t

he best conflict mgmt. style

Collaborative style: is usually recognized

as the preferred approach to conflict

resolution. The parties discuss concerns

more quickly and openly, seek theirpartners opinions and explain their course

of action more fully.

Avoiding style: may be the best approach

where the issue is temporary tactic to cool

down heated disputes.


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Competing style: is usually inappropriate becauseorganizational relationships rarely involve complete

opposition. It may be necessary where you know you

are correct and the dispute requires a quick solution.

Accommodating style: may be appropriate when the

other party has more power or the issue is not asimportant to you as to the other party.

Compromising style: may be best when there is little

hope for mutual gain through problem solving, both

parties have equal power and both are under presserto settle their differences.


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Cultural and Gender differences in

ConflictMgmt. StylesWe are more comfortable with conflict

management styles that are consistent with

our personal and cultural value system.

Women pay more attention than do men to

the relationship between the parties. They

are more willing to compromise to protect

the relationship.


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StructuralApproaches to Conflict

ManagementConflict management also involves altering the underlying

structural causes of potential conflict.

Emphasizesuperordinate

goals

Reducedifferentiation

Improvecommunication

andunderstanding

Reduce taskinter

dependence

Increaseresources

Clarifyrules and

procedures


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Emphasizing superordinate goals:

Superordinate goals are

common objectives held by conflicting parties that are

more important than their conflicting departmental or

individual goals.

By increasing commitment to corporate-wide

goals, employees place less emphasis on, and therefore

feel less conflict with colleagues regarding, competing

individual or departmental-level goals.


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Reducing differentiation:

Another way to

minimize dysfunctional conflict is to reduce the

differences that produce the conflict. It can be

done by rotating staff across different department.

Improving communication and

understanding:

Direct communication

provides a better understanding of the other

persons or departments work environment and

resource limitations.


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Reducing task interdependence:

Dysfunctional conflict

can be minimize by reducing the level of

interdependence between the parties. For example:

rather than having one employee serve customers and

another operate the cash register, each employee couldhandle both customer activities alone.

Clarifying rules and procedures:

Some conflicts

arise from ambiguous decision rules regarding theallocation of scarce resources. These conflicts can be

minimized by establishing rules and procedures.


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What is Negotiation

Negotiation is a dialog intended to resolve disputes, to

bargain for individual or collective advantage, or to craft

outcomes to satisfy interests.


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Who do so?O Everyone negotiates everyday

O Subordinates

O EmployeesO Managers

O Customers

O Colleagues


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Results ofNegotiation

O Win Win: You win & other win

O Win lose: You win other loseO Lose win: You lose other win

O Lose lose: No one win both

parties lose


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Bargaining ZoneO The negotiation process moves each party

along a continuum with an area of potential

overlap called bargaining zone.O It have certain stages:

1. Initial point

2. Target point

3. Resistance point


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Bargaining Zone


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Situational InfluenceO Location

O Physical setting

O Time passage & Deadlines

O Audience Characteristics


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Negotiation BehaviorO Planning & Goal setting

O Gathering information

O Communicating Effectively

O Making Concessions


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Third Party ConflictsO When someone else be part of negotiation &

try to resolve dispute.

O Three advantages:1. Efficiency

2. Effective

3. Outcome Fairness


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Types ofThird partyO Arbitration: The ones who have high control

over the final decision

O Inquisition: They have control over finaldecision as well as on process

O Mediation: Mediators have high control over

intervention process


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Documents

Interpersonal Conflict Management Styles