conflict management

Conflict ManagementConflict Management

OverviewOverview

• Bomb Shelter Exercise• Conflict Sources• Filley’s Antecedents• Conflict Management Styles• Situational Considerations• Four Steps of Conflict Management

Bomb Shelter ExerciseBomb Shelter Exercise

• 15 people are in a nuclear bomb shelter after a nuclear attack

• These 15 are the last on earth• It will take 2 wks for radiation levels to

reach safe levels• Food & supplies can only sustain 7 people

for 2 wks• Pick the 7 who will survive

1. Dr. Dane. African-American, 35, married, one child (Bobby), no religious affiliation, PhD in history, college professor, good health, active physically, enjoys politics.

2. Mrs. Dane. White, Jewish, 38, BS and MS in psychology, counselor in a mental health clinic, good health, one child (Bobby), active in community activities.

3. Bobby Dane. Mixed white and African American, Jewish, 10, attended special education classes for 4 years, mentally retarded, IQ of 70, good health, enjoys pets.

4. Mrs. Garcia. Hispanic, 33, raised Catholic, 9th grade education, exotic dancer, prostitute, good health, in a foster home as a child, was attacked by foster father at age of 12, ran away from home, returned to reformatory where she stayed until 16, has a child, 3 weeks old (Jean).

5. Jean Garcia. Three weeks old, Hispanic, good health, nursing.

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6. Mrs. Evans. African-American, 32, Protestant, BA and MA in elementary education, teacher, divorced with one child (Mary), good health, outstanding teacher, enjoys working with children.

7. Mary Evans., African-American , 8, Protestant, 3rd grade, excellent student, good health.

8. John Jacobs. Asian, 13, Protestant, 8th grade, honor student, good health.

9. Mr. Newton. White, 26, atheist, starting last year of medical school, known to have homosexual tendencies, good health, and wears “freaky” clothes.

10. Mrs. Clark. White, 26, Protestant, college graduate in electrical engineering, married, no children, good health, enjoys outdoors sports, grew up in the inner-city.

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11. Sister Mary Kathleen. A white nun, 35, college graduate, English major, middle-class American, and in good health.

12. Mr. Black. White, 51, Mormon, high school graduate, mechanic, "Mr Fix it," married, and in good health.

13. Miss Harris, Hispanic, 21, Protestant, college senior, nursing major, likes people, good health, enjoys outdoor sports.

14. Father Flanagan. African-American, 37, Catholic, college, seminary experience, priest, active in civil rights activities, criticized for his liberal views, good health, former college athlete.

15. Dr. Lee. Asian-American, 66, MD, general practitioner, has had two heart attacks in the past 5 years, but continues to practice medicine.

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Conflict SourcesConflict Sources

• Personal Differences– Daily experiences are not judged on a common set of

values– Conflicts tend to be emotionally charged– “People-focused” rather than “issue-focused”

• Informational Deficiencies– Instructions may be interpreted differently–More factual & straightforward– Not about values & do not involve emotions

Conflict SourcesConflict Sources

• Role Incompatibility– Different entities have different goals– A common superior usually has to mediate

• Environmental Stress– Shortage of resources– Uncertainty

Filley’s AntecedentsFilley’s Antecedents

• Ambiguous jurisdictions• Conflict of interest• Communications barriers• Over-dependency of one party• Differentiation in organization• Association of the parties• Need for consensus• Behavior regulations• Unresolved prior conflicts

• Forcing• Accommodating• Avoiding• Compromising• Collaborating

Conflict Management StylesConflict Management Styles

ForcingForcing

11

Forcing High High

AssertivenessAssertiveness

Con

cern

for

Con

cern

for S

elf

Self

Low Low AssertivenessAssertiveness

Low CooperationLow Cooperation High CooperationHigh Cooperation

Concern for Concern for OthersOthers

 Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial

and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.

AccommodatingAccommodating

12

Forcing

Accommodating

High High AssertivenessAssertiveness

Con

cern

for

Con

cern

for S

elf

Self

Low Low AssertivenessAssertiveness

Low CooperationLow Cooperation High CooperationHigh Cooperation

Concern for Concern for OthersOthers

 Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial

and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.

AvoidingAvoiding

13

Forcing

Avoiding Accommodating

High High AssertivenessAssertiveness

Con

cern

for

Con

cern

for S

elf

Self

Low Low AssertivenessAssertiveness

Low CooperationLow Cooperation High CooperationHigh Cooperation

Concern for Concern for OthersOthers

 Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial

and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.

CompromisingCompromising

14

Forcing

Compromising

Avoiding Accommodating

High High AssertivenessAssertiveness

Con

cern

for

Con

cern

for S

elf

Self

Low Low AssertivenessAssertiveness

Low CooperationLow Cooperation High CooperationHigh Cooperation

Concern for Concern for OthersOthers

 Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial

and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.

CollaboratingCollaborating

15

Forcing Collaborating

Compromising

Avoiding Accommodating

High High AssertivenessAssertiveness

Con

cern

for

Con

cern

for S

elf

Self

Low Low AssertivenessAssertiveness

Low CooperationLow Cooperation High CooperationHigh Cooperation

Concern for Concern for OthersOthers

 Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial

and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.

Situational ConsiderationsSituational Considerations

• How important is the disputed issue?• How important is the relationship?• How large is the power gap?• How quickly should the parties settle the

dispute?

4 Steps of Conflict Management4 Steps of Conflict Management

1. Diagnosing the sources of conflict & circumstances

2. Selecting the appropriate conflict management strategy

3. Implementing the strategy4. Seeing a conflict through to successful

outcome

SummarySummary

• Bomb Shelter Exercise• Conflict Sources• Filley’s Antecedents• Conflict Management Styles• Situational Considerations• Four Steps of Conflict Management