Conflict Resolution and Handling Difficult People Techniques

Conflict Resolution & Handling Difficult People
for
Patni Computer Systems Ltd.

29th & 30th January 2007
People transform Organizations, We transform People.
Contents Pg. No.

Introduction ..........................................................................................................................................3 Conflict Assessment..............................................................................................................................4 Perception of conflict................................................................................................................................5 Intervention................................................................................................................................................5 Flashpoint..................................................................................................................................................5 Realization.................................................................................................................................................5 Avoidance..................................................................................................................................................5 Sources of Conflict................................................................................................................................6 Models of Conflict.................................................................................................................................8 Rummels Model of the Conflict Life-Cycle............................................................................................9 INTENSITY............................................................................................................................................11 Managing Our Own Emotions.............................................................................................................12 Assessing Levels of Conflict: Choosing to Intervene............................................................................13 Conflict Resolution/Strategies for Reducing Conflict.........................................................................15 An Overview of Conflict Management Strategies..................................................................................15 Interventions for reallocating resources..................................................................................................16 Interventions for reframing perspectives.................................................................................................16 Interventions for realigning underlying forces........................................................................................17 Interventions for realigning underlying forces........................................................................................17 .......................................................................................................................................19 Interests...........................................................................................................................19 Conflicting .........................................................................................................................................19 Common..............................................................................................................................................19 Incompatible .......................................................................................................................................19 Compatible .........................................................................................................................................19 Managing Inter-Group Conflict...........................................................................................................19 Intervention into Situations of Inter-group Conflict............................................................................19 A Framework of Interdependent Organizational Subgroups...................................................................19 Three Basic Assumptions Toward Inter-group Disagreement................................................................20 The Need to Manage...............................................................................................................................22 Understanding Conflict ..........................................................................................................................22 Conflicts Benefits...................................................................................................................................22 The Problem Is Avoidance......................................................................................................................23 Conflict - Positive Framework................................................................................................................23 Conflict - Negative Organization............................................................................................................24 Conflict - Positive Organization .............................................................................................................25 Conflict and Organization Development.............................................................................................25 Phases of Organizational Change ...........................................................................................................25 1.Value Diversity and confront differences.............................................................................................27 2.Seek Mutual Benefit and unite behind cooperative goals....................................................................27 3.Empower employees to feel confident and skillful..............................................................................27 4.Take Stock to reward success and learn from mistakes.......................................................................28 Guides for Action....................................................................................................................................28 Value Diversity........................................................................................................................................28
For Private Circulation Only
Seek Mutual Benefit................................................................................................................................29 Empower..................................................................................................................................................29 Take Stock...............................................................................................................................................29 Team Conflict Resolution: Process Steps............................................................................................31 Conclusion...........................................................................................................................................32
Conflict is the gadfly of thought. It stirs us to observation and memory. It instigates to invention. It shocks us out of sheeplike passivity, and sets us at noting and contriving. - John Dewey
Introduction
Diversity in organizations is exciting, stimulating and intriguing. Diversity should be appreciated & differences should be equally valued. Balance in work groups is fundamental, thus smart leaders today recognize the significance of moving to incorporate (diversity) differences - age, gender, race, culture, sexual preference, styles of being - in their organizations to capitalize on the potential that diversity offers. To manage differences, the interest, energy, and commitment of the various parties involved must be shared. As differences among people are not inherently good or bad, there is no right way to deal with differences. Although disparities are sometimes disruptive, they can also lead to very important benefits, both to individual and organizations.
Conflict Assessment
Conflict can be defined as a form of relating or interacting where we find ourselves (either as individuals or groups) under some sort of perceived threat to our personal or collective goals. These goals are usually to do with our interpersonal wants. These perceived threats may either be real or imagined. Firstly, conflict is seen as involving a perceived threat. Perceived is an important word here, as the basis of the conflict may be false or indirect in the sense that there is no real clash of interests or goals between the parties, but the parties nevertheless perceive, and therefore experience, conflict. Secondly, conflict is experienced at the interpersonal level that is in our interactions with other people. Thirdly, the dimension of conflict relating to our interpersonal wants is helpful in linking conflict to the idea of personal and social aspirations. All of these elements are useful starting points for the exploration of the nature of conflict. Unfortunately, the definition left out a fundamental area of conflict - the intrapersonal. This means the thoughts and feelings that people experience within themselves in certain situations and which often create inner conflict. This inner conflict often occurs simultaneously with an interpersonal conflict. For example, when a friend confronts us about something important we may experience mixed feelings towards him or her such as affection mingled with feelings of anger and frustration. The Process of Conflict The beginning of the process is the perception of conflict. This is the stage of a conflict where one or both of the parties experience a sense of unease often characterized by intense feelings such as frustration, anger and anxiety. There may also be a sense of confusion and disorientation as the parties try to comprehend what is happening and the beginning of an awareness of the discrepancy between interests, values and emotions. The conflict often latent during this phase and may remain so for a long time. When this discrepancy between what is felt and what is happening becomes confirmed in the minds of one or both of the individuals the second phase of the process - realization - is entered. This phase can also be seen as the grievance phase where one or both of the individuals begins to express the frustration and other feelings that had become evident in the perception phase. If this gets out of control it can lead into the flashpoint phase. The realization phase is also characterized by a beginning analysis of the how, why and what of the conflict. An important part of this will be an assessment of what resources are available to engage in the conflict. These include power, status, information, skills, and such tangible factors as money, followers, and productive capacities. Individuals may also assess if the conflict is false in the sense previously described. At this stage the conflict may go in a number of directions as shown in the flow chart. Firstly, as already noted, it may go in the direction of flashpoint where it
degenerates into destructive conflict with all that this may entail, or becomes distorted. However, the conflict may come back from this phase and move through the realization phase again or onto the avoidance or intervention phases. From realization the conflict may go in another direction, to avoidance. One of its most common manifestations is the response to conflict known as lumping it which in effect means that one or more of the individuals in the conflict simply puts up with the inconvenience or frustration that it may present.
Perception of conflict Beginning of feelings (often vague) Awareness of conflict between our own interests, values and emotions, and those of others Latent conflict Intervention Decision to engage in one or more strategies to control or resolve conflict This is often based upon the perception of ones resources and those of the other party
Flashpoint The conflict can swiftly degenerate into open conflict with associated recriminations This may involve threats and display as well as physical or material actions The conflict may be distorted. This involves downplaying, concealment or exaggeration
Realization Beginning analysis and confirmation of the conflict. This includes assessment of resources available (power, skills, etc.) the components of the conflict, and source of the conflict Grievances expressed Assessment of the genuineness or falseness Avoidance Decision to avoid or lump the conflict, i.e. put up with it Avoidance can be sometimes ended if a flashpoint For Private Circulation Only
Strategy selection and implementation Selection of type of conflict management to be used Planning for and actual implementation of strategy
Evaluation of outcomes The positive and negative consequences of the implementation are evaluated Resolution or
Conflict Resolution & Handling Difficult People occurs, one party takes an interventive initiative or the situation in which the conflict has occurred changes ongoing management Ongoing monitoring of the situation
Avoidance responses are usually made because of lack of resources (for example, power or skill) or fear of the confrontations issues involved in the other options. As in the flashpoint phase the conflict may go through, and then come back to the realization phase, usually because of a change in the situation, or in the process used by one of the individuals. It may then go into the intervention phase. Alternatively, it may bypass the realization phase and go straight to intervention. The intervention phase involves the decision to engage in one or more of the strategies to control or resolve conflict. This decision is often based on the perception of the resources at the disposal of each party. This phase merges with the next, strategy selection and implementation. The selection of a response to manage or control conflict is a complex one. The range of possible responses is wide and can include coercion, collaborative problem solving and negotiation. Unfortunately, planning a strategy is often the most neglected part of this phase of the conflict process, contributing in large part to unsatisfactory outcomes. There is also a range of tactics, which are deliberately covert so as to mislead or gain advantage over an adversary. The final phase, evaluation of outcomes, requires individuals to come to terms with the many outcomes, good or bad, which may result from a conflict. Complete resolution cannot always be expected and ongoing management or monitoring of the situation may be required Equilibrium may be restored to the conflict individuals but it may be only temporary.
Sources of Conflict
There are almost as many sources of conflict as there are human interactions. Bisno (1988) lists five overlapping sources of conflict. Bisnos Sources of Conflict 1. Biosocial Sources - Many theorists place frustration-aggression as the source of conflict. According to this approach frustration often results in aggression, which leads to conflict. Frustration also results from the tendency for expectations to increase more rapidly than improvement in circumstances. This is known as relative deprivation, and is the reason conflict is often intensified when concessions are made. This tendency can be observed in world conflicts.
2. Personality and Interactional Sources - These include: abrasive personalities; psychological disturbances; lack of, or poor, interpersonal skills; irritation between people; rivalry; differences in interactional styles; inequities in relationships. 3. Structure Sources - Many conflicts are embedded in the structures of organizations and societies. Power, status and class inequalities are the underlying forces in many forms of conflict. 4. Cultural and Ideological Sources of Conflict - Intense conflicts often result form differences in political, social, religious and cultural beliefs. Conflict also arises between people with differing value systems. 5. Convergence - In many settings these various sources of conflict converge. In other words, they interact to produce a complex dispute. There may be many reasons, for example, why two workers within an agency are in conflict. There may be structural reasons such as differences in power; or different personalities and interactional styles; or the beliefs, cultural and ideological, may differ between the two workers and these may also be contributing to the complexity of the dispute. In any conflict situation it is helpful to identify the source of conflict. This will assist you in planning and implementing the appropriate action or response.
Components of Conflict There are three broad components of conflict: interests, emotions and values. Interests are those things that motivate people; they are the silent movers behind the hubbub of positions. Interests are both subjective and objective i.e. they are not only about our particular individual desires, but also about our roles and status. Interests are usually the substantive (actual) issues in conflicts. They include conflicts over practice and further exploration of interests and resource use. The emotional component of conflict is the ever-present feeling that accompanies most human interactions. It includes feelings such as anger, resentment, fear, rejection, anxiety and loss. The values component of conflict is often the most difficult to resolve because values are so intangible. Values represent deeply rooted ideas and feelings about right and wrong, or correctness, which govern and maintain our behavior. These components are present in every conflict but their individual importance can vary enormously. Types of False or Indirect Conflict Example Wrong Parties When one party accuses the wrong party Assumption as When a person in a line or hierarchy of authority is to Cause blamed for something that was really caused by another member in the chain of authority Stereotypes When members of ethnic or minority groups are accused and Ideological of being lazy, incompetent, etc., when in fact these types Bias of problems may be structural Misperceptions Two people experience a communication breakdown and
and Misunderstand ings False Rumors Induced Conflict Expressive Conflict
assume disagreement whereas in fact they may be in agreement When, instead of risking a conflict with a powerful authority figure, we blame somebody less powerful Where a person stirs up a conflict to gain support from his or her supporters - politicians often do this Where one person expresses his or her hostility for cathartic or psychological reasons by attacking another over a convenient issue - sometimes referred to as letting off steam
Models of Conflict
The Dollard Miller Model This model conceptualizes three types of conflict: approach/approach, approach/avoidance, avoidance/avoidance. Each of these can create difficult intrapersonal conflict. Approach/Approach - This refers to a conflict in which both options for resolving a situation are equally attractive but mutually exclusive, i.e. only one option can be had despite our wanting both. Approach/Avoidance - This is a type of conflict where a person wants an outcome but must not have it for equally compelling reasons that is, wanting something but needing to avoid it. Avoidance/Avoidance - This is a type of conflict where all the available outcomes are disliked yet we have to choose one of them. Rummels Model of Conflict Rummel (1976) differentiates between conflict structure, conflict situations and manifest conflict. Conflict Structure - Interests that have a tendency to oppose each other, e.g. in a buying/selling situation failure of a seller to deliver goods to a buyer. Conflict Situations - Opposing interests, attitudes, or powers, are activated, e.g. Threat by the buyer to withhold payment or start legal action. Manifest Conflict - Specific behavior of actions, e.g. demands, aggression. In this model conflict is seen as latent, that is, with an underlying potential for conflict, or actual. An existing potential for conflict or conflict structure is followed by the demonstration by one or more parties of their power into a conflict situation and finally the manifestation or display of that power. Deutsch Deutsch divided conflict into underlying and overt or manifest conflict. The former is hidden, denied or implicit, whilst the latter is expressed and open. Sometimes in conflict situations the manifest conflict represents a safe expression of that which is hidden. For example, when a couple are in conflict because the wife wants to take a full-time job but the husband prefers her to stay home and look after the children, the manifest conflict may symbolize the potentially more explosive issue of dependence and power in the relationship.
In a conflict situation it may be important to distinguish between the underlying and manifest parts of a conflict. Unless the former is addressed, any outcomes will probably not be effective especially in the longer term. Social Change and Conflict Another aspect of conflict that we should not neglect is its relationship with society and social change in particular. American philosopher, John Dewey, once said, Conflict is the gadfly of thought. It stirs us to observation and memory. It instigates us to invention. It shocks us out of sheep-like passivity. Conflict is the sine qua non of reflection and ingenuity. Conflict stimulates not only economic and scientific change but also the overthrow of old norms and institutions. It may therefore be better in many instances to stimulate conflict rather than suppress or smooth it over. We live in a pluralistic and conflictual society constantly being changed and transformed by science and technology. In fact, it may be argued that the success of science and the change that it brings about is interdependent with the existence of such a society. That is, scientific progress and change depends upon a social context which enables an expression of differing views and which can accommodate the resultant conflict. In turn this conflict spurs on further scientific and social change. Conflict can be seen to cause change either within the social system or of the whole system. The degree of conflict required to create major structural change in society is not known and therefore unpredictable. History can be seen as a process of constant change through conflict between competing interest groups some of whom have a vested interest in maintaining the system as it is and other who desire change. Change in turn leads to further conflict. The rigidity or flexibility of the social system in accommodating this change can conflict and are also related to the type of conflict and further changes that will occur. Rigid unbending systems may often experience violent and sudden rather uncontrollable change, whereas those systems, which adapt to and encourage a plurality of views or interests, will more likely experience graduated change. Further, it is the struggle for change through conflict that raises the consciousness of various groups in society to their predicament. Equilibrium in Conflict Some writers like Rummel (1976) see the process of conflict as a balancing act shifting between equilibrium and dis-equilibrium. In Rummels model conflict is seen as a continuing spiral that is shaped by the social context or situation in which it occurs. Rummel maintains that once an important social issue (the environment, for example) goes through the complete five stages of the cycle the socio cultural context will be affected and may in turn set off another round of talent or manifest conflict. Rummels Model of the Conflict Life-Cycle
For Private Circulation Only Conflict
Latent
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Disruption of
Initiation of Conflict (Manifest Conflict) Balancing of Power
The Balance of power (Equilibriu
Interests and Behavior Deutsch (1973) treats conflicting interests and incompatible behavior as separate dimensions of conflict. Incompatible behavior refers to actions by one party to a conflict, which are intended to counter or frustrate the other party. When these two dimensions are compared we can see four possible positions as follows: Incompatible Behavior Compatible Behavior Position 1: Conflict Position Conflict 3: False
Position 2: Latent Conflict Conflicting Interests
Position 4: Non-Conflict Common Interests
Conflict Intensity and Conflict Outcomes Outcomes are the long-term consequences of a conflict. They can either be positive or negative. Positive outcomes improve understanding of issues, mobilize resources and energies, clarify competing solutions, stimulate creative searches for alternatives, and enhance teamwork. Negative outcomes cause increased antagonism and hostility. Too much conflict produces a lot of energy, antagonism, distorted communication flows, low-quality decisions, and one-sided commitments. Too little conflict leaves parties with little energy, prevents disagreement and sharing of controversial information, promotes decisions based upon inadequate information, generates unchallenged traditions and myths, and tends to promote relationships that cannot face the rigor of changing circumstances. The vertical dotted lines indicate the range of too little conflict, appropriate conflict, and too much conflict. The horizontal dotted line indicates the shifting balance of positive and negative outcomes. The point where conflict intensity becomes excessive will depend upon the particular situation.
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The Relationship between Conflict Outcomes and Conflict Intensity
Positive OUTCOMES
Neutral
Negative
Too little conflict Low
Appropriate conflict Moderate
Too much conflict High
INTENSITY Brown states that conflict management can require intervention to reduce conflict. The curved line represents the relationship between conflict intensity and outcomes. The Good and Bad of Conflict The Good There is no doubt that some conflict is counterproductive or destructive. However, there are many benefits that come from conflict, some of which are listed below: Increased Creativity. When we are in conflict we are often forced to reassess and reorient our approach to particular issues or problems. Conflict often serves to shake us out of our lethargy. Constructive Social Change. Because our society is based upon a number of interlocking but inherently conflicting groups the expression of that conflict and its attempted resolution or management is important for the realization of a more equitable (just) society. Development of Group and Organization Cohesion . Conflict at appropriate levels, can assist group and organization members by helping them define and articulate their interests, stimulate them to be innovative by exposing them to new ideas, reenergize the system, and increase participants sense of solidarity. Enhancement of Family Functioning . Families benefit from some expression of conflict because it allows members to find their own individuality and also leads to greater intimacy. The Bad
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The bad consequences of conflict are many and include violence, breakdown of relationships, the polarization of views into static positions, the breakdown of collaborative ventures, and anxiety-induced emotional impoverishment. Conflict is therefore a double-edged sword, which we both live and die by. However, if we look around at how our society, and indeed any society, it is through the expression of certain levels of conflict. For example, our parliamentary and legal systems serve the purpose of funneling conflict. They also allow a level of institutionalized (that is, acceptable) conflict. Managing Our Own Emotions In conflict our emotions are hard to control and express appropriately. following are some guidelines for handling them. The
Firstly, if you are experiencing severe emotional reactions to a situation give yourself an opportunity to release these feelings. For example, ask for a tea or coffee break, go for a walk, take some deep breaths, listen to relaxing music, and so on. The object here is not to stop or repress the flow of emotions but rather to give yourself some time to think of some strategies to deal with them. A severe emotional reaction can sometimes lead us to act rashly and against our own and other peoples interests. Secondly, talk about the emotions released with friends, colleagues or family. Thirdly, spend some time simply focusing on the feeling. This involves thinking about where the feelings come from, and why they occur. Sometimes our present difficulties may be related to experiences, which happened a long time ago. Fourthly, when communicating your feelings to the other people in the conflict do not scapegoat them for what you feel. That is, avoid projecting your feelings on to them so as to punish them. Take positive responsibility yourself and express the feelings as another way of improving the relationship. Use I language! For example, I feel hurt by the failure to include me and would like to talk about it. These types of comments assume that it is preferable to talk about your feelings in conflict. In many conflicts this is an appropriate and positive thing to do particularly in one-to-one conflict. A brief summary of these guidelines is provided below: Managing Your Own Emotions: Some Guidelines 1. Obtain Release - Give yourself time, if possible, to regain control and think about strategies 2. Seek Assistance - Seek out other people to talk to about your emotional response 3. Focus - Think about the feelings 4. Take Positive Responsibility - Avoid scapegoating and projecting your feelings. See them as an opportunity for improving the relationship. Managing Emotions in Others When we encounter others strongly expressed feelings, we are sometimes thrown off balance, and because of this may respond unwisely. The following are some guidelines to deal with this important aspect of conflict.
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Firstly, listen to the other person. Give him or her space to express and ventilate the feelings. Secondly, respect the other. In most instances your respect will be conveyed in the first step. In conflict we often have a tendency to put the other person down and treat him or her with disrespect. Even if we try to hide this, it will often be betrayed by our body language. We particularly tend to label other people and talk at them rather than to them. These are forces we often find difficult to control. Extreme efforts are sometimes required to resist falling into the black hole of angry outburst and recriminations. In conflict, people often have a need just to let off steam. Do not discount emotions. They are a real and necessary part of any conflict. Thirdly, do not retaliate even if this seems the natural way to proceed. Retaliation may escalate the conflict. Further, if the other person is attempting to intimidate or manipulate you through an emotional outburst then retaliation may be both what he or she expects and wants. Fourthly, when the other person has been able to express his or her feelings and they have been explored appropriately, state your own feelings and objectives. By talking about your own feelings you can balance the exchange and legitimate the expression of emotion if this is required. After this it may be appropriate to talk about what you would like to achieve in managing the conflict. This can be a useful way of reorienting the management of the conflict back towards the actual issues. Managing Emotions in Others: Some Guidelines 1. Listen - Give the other person space 2. Communicate Respect - Try to communicate respect and tolerance to the other person 3. Avoid Retaliation - This may escalate the conflict 4. State your Own Feelings and Objectives - This balances and legitimates the expression of emotion and leads the conflict management back to the actual issues Assessing Levels of Conflict: Choosing to Intervene Conflict Level Escalation Perceptions Common interest unrecognized Extreme distrust Hostility Communicati ons Too much Extreme restriction serious distortion of information Actions Exaggerate difference Coercive influence Violence and sabotage Outcomes Decision on poor information, low commitment Harm to parties Future relations deteriorate Decisions distribute
Bargaining
Conflicting interests
Productive Exchange Preserve guarded differences

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dominate Common interests known Opponent recognized Distrust Problem Solving Common interests dominate Conflicting interests known Friendliness and trust
Selective offer and acceptance of information
Rigid commitments Threats and promises
Open exchanges Accurate information
Explore differences Flexible generation of alternatives Consensus decisions
fixed resources Accepted process Future relations in bargaining mode Decisions provide mutual benefits Creative alternatives Future relations in problem solving mode. Decisions based on little information, analysis, or challenge to myths Future relations as parties without differences No decisions, or decision by default Low commitment and participation Future relations in doubt
Suppressio n
Conflicting interests unrecognized Differences denied
Too Little Controversial information suppressed Agreement emphasized
Deny differences Suppress disagreement
Withdrawal
Conflicting interests recognized but avoided Fear of other party and conflict
Controversy avoided Low exchange of information
Avoid differences Reduce investment decide by default
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Conflict Resolution/Strategies for Reducing Conflict

An Overview of Conflict Management Strategies Conflict management strategies have been developed to deal with many problems - international war, negotiations with terrorists, tensions in communities, arguments between spouses. More specifically, four general categories of conflict management intervention are considered: 1. Interventions that redirect immediate behavior. 2. Interventions that reallocate relevant resources. 3. Interventions that reframe perspectives on the conflict and 4. Interventions that realign structural forces that underlie the situation. Each general category is briefly described below: Interventions for redirecting behavior Intervention Control issues For Too Much Conflict Fractionate issues to reduce size: Smaller parties Smaller problems Principles not involved No procedural precedent No substantive precedent Refocus alternatives Create alternatives that unfreeze deadlocks and revise commitments Alter Increase believable communications communications Build mechanisms that ensure trustworthy information exchange Guard against within party distortions of information Discuss escalation impacts on information flows Change tactics Initial presentations that permit cooperation; concessions as evidence of peaceful intent Conflict-reducing initiatives: Minimize risks Clear intentions For Too Little Conflict Consolidate issues to enlarge: Larger parties Lager problems Involve principles Set procedural precedents Set substantive precedents Clarify hard choices and trade-offs in non controversial alternatives Raise suppressed or avoided issues Encourage investigation and discussion of potential problems Focus attention on lost or ignored in formation Discuss withdrawal and suppression impacts on communications. Initial presentations that encourage examining differences; clear positions and demands Conflict-promoting initiatives: Minimize risks Identify issues
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Unilateral peaceful step Expected reciprocation Self-defense tactics against escalation: Deterrence for high threat situations Non punitive response to encourage cooperation
Explore differences Require interaction
Self-defense tactics for withdrawal/suppression: Identify withdrawal/suppression maneuvers Confront maneuvers to undercut their impact
Interventions for reallocating resources Intervention Alter resource interdependence For Too Much Conflict Expand resources to reduce conflict over scarcity Diversify sources to reduce interdependence Increase resources from primary parties Refer disputes up the hierarchy for resolution Third party resources: Enforcers Researchers Consultants/Mediators For Too Little Conflict Contract resources to emphasize conflicting interests Consolidate resources to intensify interdependence Increase resources from parties Attract hierarchical attention to lack of conflict Third-party resources: Activists/advocates Researchers Consultants/mediators
Alter management resources
Interventions for reframing perspectives Intervention Reformulate party interests Revise unrealistic stereotypes For Too Much Conflict Clarify and encourage work for super-ordinate goals Reduce unrealistic stereotypes of opponents villainy Reduce unrealistic stereotypes of own innocence and victimization Re-conceptualize Construct theories that the situation include both perspectives Clarify forces operating to promote conflict Recognize conflict Understand escalatory dynamics interaction of perceptions, communications and tactics For Too Little Conflict Clarify and encourage work for diversity of interests Reduce unrealistic stereotypes of opponents similarity or dangerousness Reduce unrealistic stereotypes of own similarity or inability to confront Construct theories that differentiate perspectives Clarify forces operating to reduce conflict. Understand withdrawal/suppression interaction of per captions, communications, and tactics
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Interventions for realigning underlying forces Intervention Redefine unit boundaries For Too Much Conflict Create new interface to manage conflict Include new parties (e.g., co-opt outsiders) Define parties to cope with conflict ( e.g. matrix organization) or to reduce interdependence Open party boundaries to new information and personnel rotation Close interface to escalatory inputs, provocative outputs For Too Little Suppression De-emphasize to reduce suppression Include assertive representatives Define parties to reduce fusion and overlap Conflict Withdrawal Clarify boundaries to prevent avoidance Include trouble makers (e.g., consultants) Define parties to reduce distance and clarify interdependence
Alter boundary permeability
Close party boundaries to establish difference Open interface to stimulating inputs, ventilating outputs
Open party boundaries to stimulating information and personnel Close interface to disruptive inputs, outputs that drain critical resources
Interventions for realigning underlying forces Intervention Revise formal rules and procedures Renegotiate shared norms and values Refocus Incentives For Too Much Conflict Define rules and procedures legitimate to both parties Negotiate shared standards of appropriate behavior and dirty tricks Clarify incentives for reduced conflict Emphasize costs of continued conflict For Too Little Suppression Loosen overly detailed rules and procedures that suppress debate Loosen shared standards that restrict debate Clarify incentives for more debate Clarify costs of continued suppression Conflict Withdrawal Tighten rules and procedures that permit withdrawal Negotiate shared standards and values that support debate Clarify incentives for more debate Clarify costs of continued withdrawal
Management Strategies and Conflict Dynamics Conflict dynamics are at two levels - the interaction among representatives perceptions, communications and actions that produces cycles of behavior within the interface and the interplay among parties, contextual forces and conflict outcomes that changes or maintains the definition and organization of the
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interface itself. The two dynamics are interrelated, for outcomes of representatives interactions impinges on interface organization and interface definition and organization constrain the behavior of representatives. But the two dynamics evolve at different rates; events move rapidly at the level of representative behavior, while interface definition and organization evolve comparatively slowly. Conflict management interventions becomes part of the ongoing dynamics at the interface - a stream of events in which past and present provide the basis for future action and understanding. Perfectly timed and focused interventions may alter critical aspects of a continuing dynamic and so catalyze enduring change out of all proportion to the size of the intervention. Much more common than a single incisive stroke that forever alters interface and representative dynamics, unfortunately, are interventions that are immediately swallowed by ongoing dynamics. Errors in timing or focus produce interventions that are overwhelmed by conflict dynamics, eroded by lack of supporting followup, or even perverted into making things worse instead of better. Conflict management activities are seldom easy or simple, and major lasting changes in serious conflict problems usually involve efforts by several actors that produce multiply determined change. So conflict managers need to consider using multiple strategies that influence both the dynamics of representative interaction and the dynamics of interface development. Conflict and Conflict Management The phenomenon of conflict has drawn much attention from social scientists. The relevant literature is virtually endless and proposes many different definitions. Some definitions of conflict emphasize the conditions that breed disagreement, such as scarce resources or divergent interests; others emphasize the perceptions and feelings arising in conflict, such as stereotypes, hostility, and antagonism; still others focus on the behavior, such as covert resistance or overt aggression. The definition emphasizes both behavior and interests: Conflict is incompatible behavior between parties whose interests differ in reference to recognized and unrecognized stakes that are affected by the interaction of parties. Interests may be common when both parties stand to gain from their interaction, or interests may conflict, so that one party gains only at the expense of the other. At organization interfaces, the parties are in some degree interdependent - and so share some common interests. Conflict at organizational interfaces, often involves a mix of conflicting and common interest among the parties, and the kind of interaction may depend on the balance of interests, as perceive by the parties. It is important to note that parties do not always perceive their own interests accurately. They may not recognize their own immediate interests; they may recognize immediate but not long-term interests; they may confuse their interests with the interests of others. The real interests of the parties are often difficult to establish, and their perceptions of their own and others interests may be very different from the perceptions of neutral outside observers. The other element in the definition of conflict is incompatible behavior. Incompatible behavior refers to actions by one party intended to oppose or
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frustrate the other party. This means intentional behavior; accidental frustration of the other party is not included, though continuing accidents may be. Incompatible behavior has many levels of intensity: passive lack of support, explicit disagreement and debate, sabotage, violence and outright warfare. Interests are often obscure, but behavior is relatively easy to see. Conflict is the result of both conflicting interest and incompatible behavior. If neither conflicting interests nor incompatible behaviors had existed the result would have been no conflict. Latent conflict is found when conflicting interests are accompanied by compatible behavior. False conflict involves common interest but incompatible behavior, so that parties disagree in spite of similar needs. Interest And Behavior As Elements of conflict Interests Conflicting Incompatible Behavior Compatible Latent Conflict No Conflict Conflict
Common False conflict
Organizational interfaces bring together parties with common and conflicting interests and with potential for compatible or incompatible behavior. However the problems presented by latent conflict and false conflict are also considered since they may easily evolve into conflict. Conflict management requires consideration of the situation, kinds of intervention, and the desired outcomes. Interventions can be designed to promote a variety or values. Some emphasize organizational effectiveness and efficiency others are concerned with values like learning and creativity still others put social justice and influence by all organizational stakeholders at the center. The point to be emphasized here is that conflict management is based on the choice of values, whether those choices are recognized or not.
Managing Inter-Group Conflict

Intervention into Situations of Inter-group Conflict The Relationship of the Organization Framework to Individual and Group Relations The internal properties of a group are only one of the significant matters involved in understanding and managing inter-group relations. When the actions of individuals and groups are viewed within the framework of complex organizations, we can identify additional determinants of behavior. A Framework of Interdependent Organizational Subgroups Consider the following circumstance in a large and complex organization the total membership of the organization is subdivided into many smaller groups. Each
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subgroup has its own leadership and its own rules and regulations. Each has its own goals, which may not be in accord with overall organizational goals. Each operates with its own degree of cohesion, which varies with feelings of failure or accomplishment. In an organization, these groups are interdependent with one another. They may be interdependent in performing a complex task requiring coordination of effort, in geographical proximity, or in terms of the reward system of the organization. Differences among them immediately become apparent to members. Comparison between groups Perception of differences between groups leads spontaneously to a comparison and to a we-they orientation. Attention quickly focuses on similarities and differences. Furthermore, these spontaneous comparisons are intensified by the tendency of higher levels of authority to evaluate and reward by groups comparison. On the other hand, these comparisons sometimes lead to the discovery of common values and mutually supportive opportunities, which can result in greater inter-group cohesion. When this happens, it is possible to achieve an inter-group atmosphere that can lead to effective problem solving and cooperation. Feelings of shared responsibility may then lead to identification with overall organizational goals and to heightened recognition of similarities with resulting reduction of differences and tensions between them. Three Basic Assumptions Toward Inter-group Disagreement Three basic assumptions or attitudes toward inter-group disagreements and its management can be identified. 1. Disagreement is Inevitable and Permanent One identifiable basic assumption is that disagreement is inevitable and permanent. When A and B disagree, the assumption is that the disagreement must be resolved in favor of A or in favor of B, one way or the other. Under this assumption there seems to be no other alternative. If two points of view are seen to be mutually exclusive, and if neither party is prepared to capitulate, then any of three major mechanisms of resolution may be used: A. Win-lose power struggle to the point of capitulation by one group. B. Resolution through a third-party decision. C. Agreement not to determine the outcome, namely, fate arbitration. 2. Conflict Can Be Avoided Since Interdependence Between Groups is Unnecessary A second orientation to inter-group relations rests on the assumption that while inter-group disagreement is not inevitable, neither is inter-group agreement possible. If these assumptions can be made, then interdependence is not necessary. Hence, when points of conflict arise between groups, they can be resolved by reducing the interdependence between parties. This reduction of interdependence may be achieved in three ways. A. One group withdrawing from the scene of action. B. Maintaining, or substituting indifference when it appears there is a conflict of interest. C. Isolating the parties from each other; or the parties isolating themselves.
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All of these (A, B, and C) share in common the maintenance of independence, rather than any attempt to achieve interdependence. 3. Agreement and Maintaining Interdependence is Possible The third orientation to inter-group disagreement is that agreement is possible and that a means of resolving it must be found. Resolving conflict in this way is achieved by smoothing over the conflict while retaining interdependence. Framework Of Viewing Inter-group Conflict The possibilities within each of the three major orientations just described. These orientations are: 1. Conflict inevitable. Agreement impossible. 2. Conflict not inevitable, yet agreement not possible. 3. Agreement possible in spite of conflict. At the bottom of each orientation is the method of resolution likely to be used where stakes in the outcome are low. The middle shows mechanism employed where stakes in the outcome are moderate, and the upper end shows mechanisms likely to be adopted where stakes in the outcome of the conflict are high.
Conflict Inevitable Conflict Not Inevitable, Agreement Impossible Agreement Not Possible All though There Is Conflict Agreement Is Possible
Active
High Stakes
Win Lose Power Struggle
Withdrawal
Problem Solving
Third Party Judgment
Isolation
Splitting The Difference (Compromise, Bargaining, etc.)
Moderate Stakes
Fate Passive
Indifference Or Ignorance
Peaceful Coexistence (Smoothing Over)
Low Stakes
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The Need to Manage A common assumption is that conflict is so destructive that the goal of good management is to minimize conflict. This assumption is idealistic and harmful. People are often in conflict, but get upset and perplexed just because they are. They quickly blame each other, but blaming does not get a company closer to achieving its goals. Conflict over issues often escalates to conflicts over relationships. An employee becomes angry not just because her boss disagrees with her about how to improve safety, but because he is arrogant and closed minded in discussing it, many conflicts in and out of organizations are over how people handle conflict. These relationship conflicts are particularly hard to manage because they require the protagonists to deal directly with emotions and personal styles. Conflict, when appropriately managed, adds substantial value to organizations. Conflict is the medium by which problems are recognized and solved. Employees who discuss conflict disclose information, challenge assumptions, dig into issues, and as a consequence, make successful decisions. Conflict is needed because diverse opinions and information are mandatory to solve problems and get things done in organizations. Dealing with conflict improves quality, reduces costs, upgrades leadership, stimulates brainstorming and teamwork, and institutes new procedures to improve company operations. Conflict is not the problem; conflict is part of the solution.
Conflict can of course be highly costly. Uncontrollable conflict rips apart relationship, sabotage collective work, and devastates people. Wars, strife, strikes and divorces confirm that escalated conflict destroys. Ill managed conflicts costs money and hurt the bottom line. Managers and employees use their time brooding and fighting rather than working; projects are delayed; materials are wasted. Understanding Conflict Conflict pervades organizational life. Poorly managed conflicts costs a great deal. No one wins when conflict escalates. It takes two to get tangled into conflict; it takes two to untangle. Conflict is not the problem; it is part of the solution. Diversity of opinion and information are mandatory to solve problems. Conflict reconciles opposing tensions and directions into workable solutions. Conflicts Benefits Problem awareness. Discussing frustrations identifies poor quality, excessive costs, injustices, and other barriers to effectiveness. Organizational change. Conflict creates incentives to challenge and change outmoded procedures, assignments, and structures.
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Improved solutions. Debating opposing views digs into issues, searches for information and insights, and integrates ideas to create solutions responsive to several perspectives. Morale. Employees release their tensions through discussion and problem solving. They feel confident that they have faced difficulties together, and their relationships are strong and open. Personal development. Managers and employees learn how their style affects others and learn the competencies they need to develop. Self - and other awareness. People learn what makes themselves and others irritated and angry and what is important to them. Knowing what people are willing to fight about keeps them in touch. Psychological maturity. People take the perspectives of others and become less egocentric. They feel confident and powerful they can cope with difficulties by dealing directly with them. Fun. Employees enjoy the stimulation, arousal and involvement of conflict and it can be a welcome break from an easy - going pace. Conflict invites people to examine and appreciates the intricacies of their relationship.
The Problem Is Avoidance The idea that conflict is destructive and causes misery is so self-evident that it is seldom debated. Employees fight about many issues, but the wisdom of avoiding conflict is too often not one of them. However, it is the failure to use conflict that causes the distress and low productivity associated with escalating conflict. Conflict avoidance and the failure to develop an organization equipped to manage it, not conflict itself, disrupt. Open, skillful discussion is needed to turn differences into synergistic gains rather than squabbling losses. Yet people work hard to avoid conflict. While they complain bitterly and gossip to their friends, they smile and nod in agreement with their antagonist. They hope issues and hostilities will work themselves out. But when conflict continues and escalates, people are surprised, agitated and angry and feel controlled by the conflict rather than in charge of it. Avoiding conflict does not make problem disappear, but allows them to linger and fester and then emerge in more divisive ways.
The great irony of conflict is that people and organizations, which are highly committed to avoiding escalating, destructive conflict, often get themselves into the most painful conflict. They want close, affirming relationships, but confuse ends with means. They assume the way to strong relationships is through harmony and avoiding conflict. However, avoiding conflict makes it very difficult to deal realistically with the inevitable frustrations and difficulties. The result is the potential for escalating, threatening conflict. Conflict - Positive Framework Motivation is often blamed for destructive conflict. People are mean spirited and nasty; they dont really want to deal with conflict directly. However, people
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usually want honest relationships in which problems are addressed forthrightly. The problem is to know how. And as conflict requires joint work, both sides must together understand how they can manage their conflict. Positive conflict helps develop a synergistic company able to grapple with threats and create solutions. Positive conflict has four reinforcing components. 1. People value their diversity and appreciate the inevitability of conflict. They look for opportunities to voice their opposing views and discuss frustrations and work to make their relationships productive. 2. People seek mutual benefit. They understand that they have mutual interests and seek common grounds. They are all committed to pursuing their shared vision and creating a work environment that is fair and facilitating for all. 3. They feel empowered. They are not overwhelmed by conflict, but feel in charge of it, they are confident. They and their colleagues have the mandate, opportunities and skills to manage conflict. 4. They regularly take stock and reflect on their conflict handling. They realize that becoming conflict - positive requires continuous experimenting, feedback and improvement. Successfully moving through these phases strengthens future conflict managing. A reinforcing, beneficial cycle of managing conflict is created in which people cherish their diversities, feel positively dependent upon each other, appreciate each others abilities and build upon them and celebrate their joint success and set new improvement goals. In this way they become more able and willing to confront their differences, emphasize their cooperative interests and integrate their viewpoints. Positive conflict is not viable way to handle conflicts. At times, competitive conflict is appropriate. Avoiding and smoothing over can also be useful: some conflicts are not worth the bother. Avoiding conflict is also appropriate when lack of trust and skill make it unlikely that conflict will be constructive. The argument here is that positive conflict should be the dominant, not the only, approach to managing conflict because it maximizes benefits and minimizes costs in most organizational situations. More generally, positive conflict should be the overall context in which people work together on a number of issues or risk damaging the company and their own reputations. They try to limit and control their competition by emphasizing their overall cooperative interests. Conflict - Negative Organization The underlying assumption is that conflict is negative and potentially very harmful and that it therefore must be minimized or quickly stopped. Task are assigned to individuals, individuals are the basic building blocks of the organization. There are written rules and procedures. Impersonal relationships are encouraged in order to minimize the effects of emotions. Managerial leaders are expected to make decisions and solve problems decisively.
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Conflict - Positive Organization The underlying assumption is that conflict is potentially very productive, but must be used skillfully to realize this potential. Tasks are assigned to groups; groups are the basic building blocks to the organization. Team meetings are the forum for deciding how to work together and resolve problems. Genuine, open relationships are encouraged so that employees will express their feelings, hunches and frustrations. The organization fosters the emergence of participative leaders who enable the groups to discuss problems and conflicts openly and constructively.
Conflict and Organization Development

Conflict propels change. Positive conflict is also vital to managing planned organizational development. Positive conflict is an ideal to which managers and employees of an effective organization must aspire. Contemporary organizations must combine their abilities and resources to continue to achieve competitive advantages. To do this, people within departments and across divisions and strategic business units must be able to use their opposing ideas to explore problems in depth and integrate apparently different ideas into elegant, effective solutions. Positive conflict also indicates how to become an effective organization . It is through the give and take of conflict that leaders and their teams challenge outmoded ideas and approaches and find new ways of working. Once anger and frustrations are expressed, people can put that behind them and feel energized and confident that future collaboration will be productive. The organizations culture and structure, as well as individuals attitudes, should support positive conflict. Executives and managers recognize the value of open discussions; a shared vision, a common direction and opportunities to work as a team contribute to positive conflict. Phases of Organizational Change There are four steps to becoming a more conflict - positive team and organization. (1) Managers and employees develop a shared conviction that positive conflict can be useful for them and their organization (2) They acquire a common knowledge base about managing conflict. They read about it, discuss it with one another and as they do this together, come to see that their coworkers are becoming committed to using positive conflict. (3) They work together to strengthen their appreciation of their diversity, develop cooperative goals, empower each other, and take stock. They develop and implement plans to make their group more conflict - positive. (4) They encourage continuous improvement. Here they extend positive conflict so that people who report to them and others in the organization understand and use this technique.
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Conflict Is Built In To Organizations Conflict is often attributed to the styles and aggressiveness of individuals. Less appreciated is the fact that conflict is part of the very purpose and rationale of organizations. Organizations touch every aspect of life; we work, worship, relax, exercise, and eat in them. An organization is a network of relationships designed to accomplish established goals. It takes people and markets these products to the environment. An organization thus requires: 1. Skilled employees motivated to transform the resources into products. 2. The ability to identify obstacles, solve problems, and take advantage of opportunities. 3. Strategies to market products and adapt to the environment. 4. A management process that integrates the people and resources into an affective system to achieve organizational goals. Positive Conflict
Value Diversity
Take Stock
Seek Mutual Benefit
Empower
Competitive Conflict
Belittle Difference
Suspect
Seek Win-lose
Blame
Avoid Conflict
Evade Differences
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Despair
Reduce risks
Withdraw
Conflict-Positive Model There are four critical, interrelated aspects to managing conflict in organizations: 1. Value Diversity and confront differences Often employees are frustrated and upset just because others are different and look at problems from their own point of view. They worry that something is amiss, and that differences will get in their way. People often think they should work with others who will fit in and think alike. This harmony is counterproductive as it shortchanges the group of needed resources and perspectives. It is also unrealistic. People working together on a common problem will disagree about how much they should study the issue, whom to ask for assistance, how much change is needed, and so on. The goal is not how to avoid difference but how to use them to accomplish common aspirations as effectively as possible. 2. Seek Mutual Benefit and unite behind cooperative goals People often try to take charge and solve a conflict by themselves. However, they may not really know what the problem is: they may work to give another a service, when the other really wants to feel appreciated. Sometimes people exacerbate conflict when they try to solve it themselves: they make additional arguments that alienate others further. Conflicts need to be managed together. To the extent that employees believe that they have cooperative goals, they are able to manage their conflicts. Although they disagree, interfere, and frustrate each other and at times may think they are working at cross-purposes, they realize and frame the issues so that they believe their goals are much more compatible than opposing. They focus on concrete, common goals that provide important benefits for all. They are committed to the companys vision and want to serve its customers well. They want to resolve the conflict for mutual benefit. 3. Empower employees to feel confident and skillful Managing conflict is something that people do for themselves; it is not done to or at them. They must feel confident that they can deal with their differences productively. They are in charge of their conflicts; their conflicts do not control
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them. Making conflict positive is difficult. People are asked to communicate their ideas and feelings openly and honestly, and to be open to others. Managing conflict has rough edges. It is seldom a smooth process and seldom takes place without ruffled feelings and raised voices. People are going to feel angry, ignored, and unappreciated. At times, they have to deal with hostile, selfrighteous fighters. Managers and employees need ongoing training in communication, negotiation, creativity and other conflict skills. People have been asked and rewarded much more for ignoring their differences and avoiding conflicts than for using them to get things done. They will need successful experiences and assistance to refine these skills and feel empowered. Employees need settings and situations in which they can deal directly and openly with their conflicts. Integration. Positive conflict requires that all perspectives be considered. The issue is not who is right or who is wrong, or who wins and who loses, but how can the best ideas be combined to further the most pressing needs. The solution adopted is often something quite different than originally proposed but comes out of the mix, stimulation, and reflection that occurs in well-managed conflict. Emotions and people should also be integrated. Conflict often makes people feel separated and apart; they are angry and they focus on their differences and grievances. 4. Take Stock to reward success and learn from mistakes People reflect on their work and relationships to identify their progress and weaknesses. They get feedback on their progress and success and on how they are working together and managing their conflicts. They talk directly about their communication and relationships so that they can strengthen their team and its members. Employees show they appreciate each other, identify each others strengths, and build upon them. They also recognize problems and wage conflicts to resolve them. They reward and celebrate their successes and make realistic plans for how they can improve. In this way, they become self-regulating and can work on future tasks without a great deal of intervention by their superiors. Valuing diversity, sharing aspirations, empowering, and taking stock are mutually reinforcing. Employees can begin at any phase but need to include all phases. Cooperative tasks and relationships are important, for example, but not sufficient for positive conflict. As they go through these phases, people become increasingly confident and skillful and require less assistance to use their conflicts positively. Guides for Action Value Diversity Celebrate diversity. Recognize that diverse experiences drive innovations. Confront issues directly to understand perspectives and identify threats and opportunities. Stay open-minded.
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Seek Mutual Benefit Build strong relationships. Focus on concrete, common goals. Encourage resolving conflicts for mutual benefit. Empower Structure forums and settings to express ideas and frustrations. Forster self-confidence. Provide skill training. Take Stock Seek feedback on how conflicts are managed. Celebrate successes. Plan for ongoing improvement. Coping With Conflict Ongoing conflict affects the dynamics within groups as well as between them. Having a common enemy can provide a unifying goal and symbol. Yet conflict can disrupt a group, especially a less-powerful group that believes it is losing. Managing conflict between groups also involves developing within the groups the leadership and teamwork that support positive conflict. A positive-conflict approach can begin by focusing on the dynamics between organizational groups or within them. The groups can be asked directly to identify their suspicions and ineffective ways to handle conflict and challenged to develop more productive approaches. Alternatively, each group can develop more productive ways of working together and handing conflicts within their team, and then improve how they work with the antagonist group. Guides For Action Elaborate positions and ideas. List facts, information, and theories. Ask for clarification. Clarify opposing ideas. Challenge opposing ideas and positions. Reaffirm your confidence in those who differ. Identify strengths in opposing arguments. Search for new information. Integrate various information and reasoning. Create a solution responsive to several points of view.
Pitfalls To Avoid Assuming your position is superior. Truing to prove your ideas are right and must be accepted. Interpreting opposition to your ideas as a personal attack. Refusing to admit weaknesses in your position. Pretending to listen.
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Potentials Of Teams In Organizations To create companies that can respond nimbly to a turbulent marketplace and create competitive advantages, managers are experimenting with various types of organizational teams. Quality circles, task forces, project teams, semiautonomous work teams, parallel structures and gain sharing programs, though they have different philosophies, language, and focus, all involves the explicit use of teams to accomplish important organizational tasks. Teams are becoming the basic building blocks of organizations. Largely unrecognized is the fact that positive conflict is a major reason for the potential of teams in organizations. Teams are practical ways to foster positive conflict that results in integrated effort. Professionals and employees can combine their specialized knowledge to develop unified solutions that work form various perspectives. Teams implement participation and gain employee involvement. Although it is impractical to have large departments gather to debate issues, their representatives can create a consensus. Teamwork and Positive Conflict Groups are not magical answers to all organizational ills, nor do they automatically make a company a winner in the marketplace. Teams have great potential, but there are pitfalls and problems that threaten them. Forming teams is not by itself an effective strategy. Positive conflict provides an elegant way to understand and manage groups so that they are productive. Conflicts test groups. If they manage conflicts well, then they realize their potential. If they manage them poorly, they degenerate into squabbling anarchy or suppressive groupthink. Teams need to be well structured so that employees can conflict productively; promoting positive conflict contributes to successful teams. Linking Across Teams And Departments Teamwork is needed across departments, divisions, and groups as well as within them. Strengthening the departments and linking them together are critical to helping a company become conflict-positive. Cohesion within the departments should not be based on the view that other groups are the enemy. Synergy between departments is most difficult to achieve. Departments typically do not have specific common tasks or immediate shared rewards to reinforce cooperative goals. Although their salaries, jobs, and prestige all depend eventually upon their common effort, this connection often seems distant. Making the amount of money in employee paychecks, bonuses, or other tangible consequences clearly linked to common success can be unifying. Company Teams Task forces, management teams, budget meetings, liaison teams, project teams, and special-events committees link departments and groups together. Through these interdepartmental teams, representatives of different units bring various perspectives together to achieve common goals. They recognize and appreciate their diversity, emphasize their shared aspirations, feel empowered to work together and manage conflict, and reflect and overcome barriers to form a united, powerful company. A critical advantage of company
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teams is that they give people from different part of the organization a specific, common task. Most company-wide goals are so general that over time that tend to lose their meaning. Company teams are given specific assignments to recommend how to make the company more customer-oriented, or to suggest a useful gain-sharing program. Members realize that top management believes these tasks are priorities with high visibility within the organization. With this clear direction, employees understand that they have a common, important objective and that, if their group is successful, they will be recognized and rewarded. It is impractical to have large divisions meet to make decisions, but company teams are practical ways to foster participation. Asking people to join a task force gives them an opportunity to participate and contribute to making important decisions. Company teams provide a forum to exchange information and discuss ideas. People from different departments have opportunities to know each other, understand their different perspectives and agendas, and develop trust. Cross-departmental task forces encourage direct discussion and exchange. Conflict and Company Teams Diverse perspectives and opinions of people from different departments are brought to bear on important company issues. Company teams must be small enough to be manageable and to encourage full participation, but heterogeneous enough to allow for diversity and full representation. Company teams provide forums for positive conflict. Top management discusses its disagreements and doubts about the recommendations of company teams; it does not simply rubber-stamp or ignore them.
Team Conflict Resolution: Process Steps

Here are some tips to remember when you next find yourself in an intergroup conflict situation. Be analytical. Often conflict or protest can be very informative. What is it that this protest or demonstration is feeding on? Avoid simplistic interpretations. E.g. This student demonstration is arising because the leader is a known leftist. It is much more profitable to look at the pressures and forces working on the leader than to speculate about forces, motives and traits in the leader. He wouldnt be a leader unless he was responding to situational forces. Avoid Third party interventions. Sometimes however, impartial, modest and quiet mediation can be helpful if the groups attitudes have not become frozen. In conflict situations, prejudice and stereotypes become rife and heat up the situation. Limited cooperation towards small and modest goals unrelated to the conflict can modify the negative images each group has of the other and improve the climate for broader cooperation. Joint committees can provide a convenient first step when there is an impasse and can reduce and defuse conflict. They can be set up 1) initially merely to define (not solve) the problems
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that exist between the groups and, 2) thereafter (again not to solve but) to draw up a list of possible alternate solutions which may be negotiated later. Such joint committees turn peoples attention to facts, free them from the pressure of finding solutions immediately, open up real communication again and foster the development of problem solving attitudes. Always try for a solution that enables both to win and avoid one that forces one side to lose. Conflict in Todays Organizations One of the key elements in modern management is the realization that conflict management and resolution has become an increasingly important competency of organizational managers. Conflict is endemic to industrial society. Not withstanding the advantages of labour - management cooperation, the interests of labour and management seem to be opposed to each other in a large measure. Conflict may either be sustained and organised or sporadic and unorganized. It may manifest itself actively in strike or go slow which are calculated attempts to apply pressure. The passive expression of conflict can lead to withdrawal of effort resulting in lower productivity, absenteeism, unpunctuality and strike, considered to be the weapon of last resort, is the proverbial tip of the iceberg. Organizational conflict has been a source of major concern because of the disruption it causes to planned economic development in a country like ours and the losses involved for everyone concerned i.e. workers, owners and the public. The hidden costs of strikes and the effect on industries with forward and backward linkages are difficult to measure. Conflict is inevitable in industrial society. Conflict per se is not unhealthy or dysfunctional. Absence of conflict or strike per se may not always mean that everything is as it should be. Organizational conflict is a fact of society and it should be handled carefully to ensure the viability of the organization, to remove the discontent among workmen and to avoid hardship to the society. Conclusion Two things should be recognized here, conflict is an absolutely predictable social phenomenon, and it should be channeled to useful purposes. Both of these facts lie at the heart of effective management. The goal of organizational leadership is not to eliminate conflict but to use it - to turn the released energy to good advantage. Knowing some of the different methods of dealing with conflict is extremely useful to anyone working with teams or organizations. If a team leader is aware of these methods and their advantages and disadvantages, he will be more effective in handling conflict.
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Conflict Resolution and Handling Difficult People Techniques

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Conflict Resolution & Handling Difficult People

Patni Computer Systems Ltd.

People transform Organizations, We transform People.

Conflict Resolution & Handling Difficult People

Contents Pg. No.

Conflict Resolution & Handling Difficult People

For Private Circulation Only

Conflict Resolution & Handling Difficult People

Conflict Resolution & Handling Difficult People

Conflict Resolution & Handling Difficult People

Conflict Resolution & Handling Difficult People

and Misunderstand ings False Rumors Induced Conflict Expressive Conflict

Conflict Resolution & Handling Difficult People

For Private Circulation Only Conflict

Conflict Resolution & Handling Difficult People

Initiation of Conflict (Manifest Conflict) Balancing of Power

The Balance of power (Equilibriu

Position 2: Latent Conflict Conflicting Interests

Position 4: Non-Conflict Common Interests

For Private Circulation Only

Conflict Resolution & Handling Difficult People

The Relationship between Conflict Outcomes and Conflict Intensity

Too little conflict Low

Appropriate conflict Moderate

Too much conflict High

Conflict Resolution & Handling Difficult People

Conflict Resolution & Handling Difficult People

Productive Exchange Preserve guarded differences

Conflict Resolution & Handling Difficult People

Selective offer and acceptance of information

Rigid commitments Threats and promises

Open exchanges Accurate information

Explore differences Flexible generation of alternatives Consensus decisions

Conflicting interests unrecognized Differences denied

Too Little Controversial information suppressed Agreement emphasized

Deny differences Suppress disagreement

Controversy avoided Low exchange of information

Avoid differences Reduce investment decide by default

For Private Circulation Only

Conflict Resolution & Handling Difficult People

Conflict Resolution/Strategies for Reducing Conflict

For Private Circulation Only

Conflict Resolution & Handling Difficult People

Explore differences Require interaction

Alter management resources

For Private Circulation Only

Conflict Resolution & Handling Difficult People

Alter boundary permeability

Conflict Resolution & Handling Difficult People

Conflict Resolution & Handling Difficult People

Common False conflict

Managing Inter-Group Conflict

Conflict Resolution & Handling Difficult People

Conflict Resolution & Handling Difficult People

Win Lose Power Struggle

Third Party Judgment

Splitting The Difference (Compromise, Bargaining, etc.)

Peaceful Coexistence (Smoothing Over)

For Private Circulation Only

Conflict Resolution & Handling Difficult People

For Private Circulation Only

Conflict Resolution & Handling Difficult People

Conflict Resolution & Handling Difficult People