CONFLICT CONFLICT

MANAGEMENTMANAGEMENT

What is conflictWhat is conflict

A STATE OF COLLISION OR DISAGREEMENTA STATE OF COLLISION OR DISAGREEMENT

WITHIN INDIVIDUAL WITHIN INDIVIDUAL

BETWEEN INDIVIDUALSBETWEEN INDIVIDUALS

BETWEEN GROUPSBETWEEN GROUPS

NATURE NATURE

IS INEVITABLEIS INEVITABLE

ARISES FROM MANY CAUSESARISES FROM MANY CAUSES

CONTRIBUTES AND DETRACTS CONTRIBUTES AND DETRACTS

ORGANISATINAL PERFORMANCEORGANISATINAL PERFORMANCE

CAUSES/ SOURCESCAUSES/ SOURCES

1.1. ORGANISATIONAL CHANGEORGANISATIONAL CHANGE

2.2. DIFFERENT SET OF VALUESDIFFERENT SET OF VALUES

3.3. THREAT TO STATUSTHREAT TO STATUS

4.4. CONTARSTING PERCEPTIONCONTARSTING PERCEPTION

5.5. LACK OF TRUSTLACK OF TRUST

6.6. PERSONALITY CLASHESPERSONALITY CLASHES

7.7. INTERDEPENDENCEINTERDEPENDENCE

FUNCTIONALITY VS DISFUNCTIONALITYFUNCTIONALITY VS DISFUNCTIONALITY

Conflict escalation and de-escalation

PROCESS OF CONFLICTPROCESS OF CONFLICT

Levels of ConflictLevels of Conflict

1- INTRA INDIVIDUAL1- INTRA INDIVIDUAL

1- INTRA INDIVIDUAL CONFLICT1- INTRA INDIVIDUAL CONFLICT

(A)(A) GOAL CONFLICT GOAL CONFLICT

(i) Approach –Approach(i) Approach –Approach

(ii) Approach – Avoidance(ii) Approach – Avoidance

(iii) Avoidance – Avoidance(iii) Avoidance – Avoidance

(B) ROLE CONFLICT (B) ROLE CONFLICT

2- Interpersonal Conflict 2- Interpersonal Conflict

3- Intra Group Conflict 3- Intra Group Conflict

4- Inter Group conflict4- Inter Group conflict

Unitary and pluralistic frames of referenceUnitary and pluralistic frames of reference

UnitaryUnitary– One set of values, beliefs, commitmentsOne set of values, beliefs, commitments– Shared understanding & commitment to objectivesShared understanding & commitment to objectives– One source of leadershipOne source of leadership– Team members - All pulling in the same directionTeam members - All pulling in the same direction– Potential for harmony is assumed provided leader Potential for harmony is assumed provided leader

communicates wellcommunicates well– Disagreements Disagreements èè the result of misunderstanding the result of misunderstanding– Dissidents Dissidents –– the "rabble" hypothesis the "rabble" hypothesis

Unitary and pluralistic frames of referenceUnitary and pluralistic frames of reference

PluralisticPluralistic– Multiple values, beliefs, commitments and objectivesMultiple values, beliefs, commitments and objectives– Diverse perceptions and understandingsDiverse perceptions and understandings– Competing sources of leadership and loyaltyCompeting sources of leadership and loyalty– Individuals & members of separate groups Individuals & members of separate groups – Pulling in different directions Pulling in different directions –– all in same boat but all in same boat but…………– Potential for disagreement + conflict is inherent. Potential for disagreement + conflict is inherent. – Natural distrust in management authorityNatural distrust in management authority– Right to challenge decisions and share powerRight to challenge decisions and share power– Representative participation Representative participation >> dissidents dissidents

Facilitation:Facilitation: Third party gets disputants to deal directly and Third party gets disputants to deal directly and constructively with each other.constructively with each other.

Conciliation:Conciliation: Neutral third party acts as communication link Neutral third party acts as communication link between disputants.between disputants.

Peer review:Peer review: Impartial co-workers hear both sides and render Impartial co-workers hear both sides and render decision that may or may not be binding.decision that may or may not be binding.

OmbudsmanOmbudsman:: Respected and trusted member of the organization Respected and trusted member of the organization hears grievances confidentially.hears grievances confidentially.

MediationMediation:: Trained third-party guides disputants toward their own Trained third-party guides disputants toward their own solution.solution.

Arbitration:Arbitration: Neutral third-party hears both sides in a court-like Neutral third-party hears both sides in a court-like setting and renders a binding decision.setting and renders a binding decision.

Alternative Dispute Resolution Alternative Dispute Resolution (ADR) Techniques(ADR) Techniques

Bargaining

•Distributive bargaining

Negotiations. Fixed sum is divided

up. Win-lose

•Integrative bargaining

Problem-solving negotiation -

seek to increase the total cake. Create

win- win situation both parties

AgreementAgreement: : Strive for equitable and fair agreements that Strive for equitable and fair agreements that last.last.

Stronger relationships:Stronger relationships: Build bridges of goodwill and Build bridges of goodwill and trust for the future.trust for the future.

Learning:Learning: Greater self-awareness and creative problem Greater self-awareness and creative problem solving.solving.

Desired Outcomes of ConflictDesired Outcomes of Conflict

CONFLICT MANAGEMENT STYLESCONFLICT MANAGEMENT STYLES

BehaviorBehavior RankRankBe a good listenerBe a good listener 1 1

Be sensitive to the needs of othersBe sensitive to the needs of others 2 2

Be cooperative, rather than overly competitiveBe cooperative, rather than overly competitive 2 2

Advocate inclusive (participative) leadershipAdvocate inclusive (participative) leadership 3 3

Compromise rather than dominateCompromise rather than dominate 4 4

Build rapport through conversationsBuild rapport through conversations 5 5

Be compassionate and understandingBe compassionate and understanding 6 6

Avoid conflict by emphasizing harmonyAvoid conflict by emphasizing harmony 7 7

Nurture others (develop and mentor)Nurture others (develop and mentor) 8 8

TieTie

Skills and Best Practices: How to Skills and Best Practices: How to Build Cross-Cultural RelationshipsBuild Cross-Cultural Relationships

•Communication Processes to Cope with Diverse Conflict Styles

•Listening actively

•Noticing nonverbal signals

•Imagining with empathy: Empathy is the ability to “put oneself in other people's shoes.”

•Choose words and manner carefully

•Using "I-messages"

•Respecting others: No ad-hominem arguments Ad-hominem (“against the person” in Latin)

Communication Processes to Cope with Diverse Conflict Styles

Four steps for resolving conflict: Principled negotiation

(adapted from Fisher & Ury, Getting to YES, 1983).

It encourages people to express their needs in an ethical, calm manner.

•Differentiate between the problem and the people involved

•Focus on interests, not positions

•Invent options for mutual gain

•Apply objective criteria

1. gossip

2. avoidance

3. resistance

4. exclusion

5. absenteeism

6. mood change

7. silences, or a drop in the amount of communication

8. inappropriate communication

9. negative body language

10.continual complaining or arguments

11.change in work and decision-making styles

12.change in social patterns

Early signs of workplace conflict

Factors Influencing Conflict Orientation

• Assertiveness: making one’s goals visible to others involved

in the conflict

• Cooperativeness: acknowledging the goals of others

• Disclosure: the amount of information one is willing to share

• Flexibility: the amount of movement one is able to make to

resolve the conflict

• Participation: the amount of activity required to engage in the conflict

There are always emotions involved in conflict and these build in intensity and complexity the longer a conflict remains unresolved. Fisher and Shapiro (2005)2 identify five "core concerns" that reflect people's emotional needs. They are:

Appreciation Are my thoughts, feelings, and actions being devalued,

or are they acknowledged as having merit?

Autonomy Is my freedom to make decisions being impinged

upon, or is it being respected?

Affiliation Am I being treated as an adversary and kept at a

distance, or am I being treated as a colleague?

Status Am I being treated as inferior to others, or am I given

full recognition where deserved?

Role Are the many roles we play meaningless, or are they

personally fulfilling?

BehaviorYes No

Do I listen carefully without interrupting? Do I show concern and encourage the parties to resolve the conflict? Do I express empathy? Do I ask open-ended questions Have I acknowledged and validated each person's position/feelings? Have I allowed sufficient time for each person to have their say? Do I make sure i have heard the entire message before reacting? Have I summarized each party's position? Am I displaying impatience or defensiveness? Have I dismissed the importance of the issue? Am I judging the parties involved? Do I deny the feelings of those involved in the conflict? Do I argue or disagree with the feelings expressed by the parties involved? Have I tried to solve the problem too quickly? Have I assumed responsibility for fixing the problem rather than empowering those involved to generate their own solutions? Have I approached the concerns objectively by looking at the problem not the person? Do I show a genuine desire to understand the other person's point of view? If the conversation gets heated, do I reschedule another time to talk? Have I sought advice and assistance in dealing with the conflict?

When to seek additional assistanceNature of Conflict Yes No

Does the conflict involve a clear breach of policy eg: allegations of unlawful discrimination,

sexual harassment, bullying, racial or religious vilification or victimization, conflict of interest?

Have I been unsuccessful in managing the conflict locally?

Do I have the skills to manage the conflict locally?

Is the conflict likely to escalate?

Is the situation having a measureable and increasing impact on work performance, productivity

and interpersonal relations in the workplace?

Has there been an absence from work due to the conflict or could the conflict result in a Work

Cover claim?

Is the conflict highly complex and/or involve a group of people?

Models of conflict resolutionModels of conflict resolution

Professional model

The professional model recognizes the expertise of professionals and defers the

resolution of disputes to those individuals specifically trained within the profession.

Bureaucratic model

Employees of state and federal agencies that manage these programs have significant

involvement in the development of eligibility standards, the specification of allowable

services and the determination of the allowable provision or limitations upon

appropriate services

Legal Model

Developed by Neal and Kirp (1985, pp. 65-67) . The legal model focuses on the

“individual as the bearer of rights...(who can) best safeguard their own interests” and

“the use of legal concepts and courtlike procedures to enforce and protect rights.”