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Conflict Management
Management > Conflict Management
Table of Contents
Abstract
Overview
Types of Workplace Conflict
Goal Incompatibility & Differentiation
Interdependence
Scarce Resources, Ambiguity, Communication
Applications
Resolving Conflict
Collaboration
Avoidance
Competition
Accommodation
Compromise
Issue
Adapting Styles for Optimal Outcome
Conclusion
Terms & Concepts
Bibliography
Suggested Reading
Abstract
Conflict frequently arises in the workplace. Goal incompat
ibility between groups or individuals, differentiation, task
interdependence, scarce resources, ambiguity, and communica
tion problems can all lead to a situation that promotes conflict.
There are a number of conflict management styles that can be
Overview
It often seems as if whenever two or more parties attempt to
work together there are at least three opinions. Although some
times this situation can lead to synergy and a more creative final
product, in many cases it leads to conflict. Although the most
common view of conflict is that it is by its very nature dysfunc
tional and needs to be resolved, in many cases if it is properly
managed it can be both functional and help the conflicting
parties work together better or to produce a better product than
if the conflict had not arisen in the first place. Conflict between
groups may also improve team dynamics, cohesiveness, and task
orientation. However, if the conflict becomes too emotionally
charged, a win-lose mentality can arise, with negative results
such as groupthink, frustration, job dissatisfaction, and stress.
Very few people have the option to work in complete isolation
of others. Even those who telecommute or work independently
frequently find themselves in a position in which they need to
interact with others: clients, suppliers, editors, etc. In virtually
any situation in which there is more than one party with inter
ests in the outcome, conflicts are likely to arise. In this context,
conflict refers to any situation "in which one party perceives that
its interests are being opposed or negatively affected by" the
interests or actions of another party (McShane & Von Glinow,
2003). Conflict can manifest in any number of ways ranging
from a mild disagreement between individuals to an all-out war
between nations.
In the workplace, conflict typically begins with a situation that
is conducive to conflict, such as the need to share a single piece
of equipment or other scarce resource. For example, Group A
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Conflict Management
Differentiation
Goal
Incompatibility
Task
Interdependence
Potential
Conflict
Communication
Problems
Scarce
Resources
Ambiguity
Interdependence
A third source of potential conflict in organizations is task inter
dependence. This is the degree to which individuals or groups
must share common inputs, interact during the course of per
forming their separate tasks, or receive outcomes that are partly
determined by the mutual performance of both parties. There are
three basic types of task independence:
Pooled interdependence,
Sequential interdependence, and
Reciprocal interdependence
The lowest level of interdependence is pooled interdependence.
Under this condition, individuals or teams work independently
of each other except for their common reliance on a resource or
authority. An example of pooled interdependence is the common
reliance on a single copy machine, cited above. Sequential inter
dependence is a situation in which the output of one person or
group becomes the direct input for another person or group. This
situation frequently arises in assembly-line situations where
the output of one process becomes the input to another process
(McShane & Von Glinow, 2003). For example, the packing
department cannot complete its task unless the department that
makes the boxes or packing materials first completes its task.
The third type of interdependence in organizations is recipro
cal interdependence. This is the highest level of interdependence
and occurs in situations in which work outputs are exchanged
back and forth among individuals or groups. An example of
this type of interdependence would be the relationship between
bus drivers and maintenance crews. The drivers cannot drive
the buses unless the maintenance crews maintain them, and the
maintenance crews cannot maintain the buses unless the drivers
bring them into the depot.
Scarce Resources, Ambiguity, Communication
A fourth type of situation that can lead to conflict in the work
place occurs when there are scarce resources. For example, if
multiple technicians need the same laboratory equipment and
there is insufficient equipment for each to have his or her own,
conflict is likely to arise. Ambiguity in the workplace can also
lead to conflict because such a situation increases the risk that
one party may interfere with the achievement of the other par
ty's goals. Situations of ambiguity in the workplace often lead
to increased office politics. Another problem that can lead to
conflict in the workplace is the lack of opportunity, ability, or
motivation to communicate effectively. When effective com
munication does not exist, the likelihood that stereotypes will
develop and conflict escalates. Good communication skills are
necessary in order to communicate with other parties in a diplo
matic, nonconfrontational manner. The lack of necessary skills
for diplomatic communication can escalate a conflict situation
and result in less motivation for effective communication in the
future. Lack of communication skills is a common problem that
occurs in cross-cultural conflicts.
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Conflict Management
Applications
Resolving Conflict
As shown in Figure 2, there are a number of ways to deal with con
flict (Ruble & Thomas, 1976). Although sometimes it is assumed
that there is only one best way to manage conflict, research has
show that one conflict management style is best modified to fit
the needs of the specific situation. These approaches to conflict
management vary on the degree the party is cooperative or
motivated to satisfy the interests of the other party in the conflict
(e.g., allow the other group to use the copier) and assertive
or motivated to satisfy its own interests (e.g., make sure that it is
able to use the copier whenever it needs it).
Figure 2: Interpersonal Conflict Management Styles (Ruble &
Thomas, 1976)
Collaboration
In collaboration, the parties attempt to resolve their conflict by
finding a mutually beneficial solution through problem solving.
Collaborative solutions are high in both cooperativeness and
assertiveness. In the collaborative style of conflict management,
information is shared among the parties to the conflict so that all
parties can help identify solutions that will potentially satisfy the
needs or interests of all parties. Collaboration is the preferred
method for conflict management when the parties do not have
perfectly opposing interests and when there is sufficient trust and
openness between the parties so that information can be shared.
Avoidance
On the opposite side of the conflict management style grid is
avoidance, an approach that is low in both assertiveness and
cooperativeness. Avoidance is an approach to conflict manage
Compromise
Finally, compromise is an approach to conflict management in
which one party attempts to reach a middle ground with the
opposing party. Compromise positions tend to have moderate
levels of assertiveness and cooperativeness. When attempting to
compromise, parties typically look for solutions in which losses
are offset by equally valued gains. Compromise tends to work
best in situations in which there is little possibility of mutual gain
through problem solving, both parties have equal power, and
there are time pressures to settle the conflict (Ruble & Thomas,
1976).
Issue
Adapting Styles for Optimal Outcome
Although most people have a preferred conflict manage
ment style, it can be useful to apply a different approach to
managing conflict to better meet the needs of each situation.
Shetach (2009) expanded on the two-dimensional model of
interpersonal conflict management styles and developed a four
dimensions model (see Figure 3). The model considers four
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Conflict Management
Conclusion
Clean
northern star
Awareness of ego
needs as reflected in
dominant personal
conflict styles
Effective Conflict
Mangement
Conflict evolvement
map
The four dimensions model also takes into account the various
conflict management strategies discussed above and shown in
Figure 2. Effective conflict management is often situational, and
a manager needs to be aware of what options are available for
resolving issues. In addition, it is helpful to know one's preferred
personal conflict management style from among the five avail
able options. Each approach to conflict management can lead
to either a constructive or destructive conclusion, depending on
the specifics of the situation. In order to maximize the effective
ness of conflict management efforts and help arrive at a win-win
resolution, managers and others involved in conflict situations
need to be aware of the specifics of the situation and their own
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Conflict Management
Bibliography
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Suggested Reading
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and development tool to resolve the conflict between the
marketing and sales organizations. International Journal
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relationship between self-efficacy and conflict-handling
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Conflict Management
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