Conflict Management

Conflict

Conflict refers to a perception that values, goals or needs are incompatible.

Conflict occurs when parties disagree over substantive issues or when emotional

antagonisms create frictions between them.

Types of Conflict

Substantive conflict
A fundamental disagreement over ends or goals to

be pursued and accomplishment.

the

means

for

their

Emotional conflict
Interpersonal difficulties that arise over feelings of

anger, mistrust, dislike, fear, resentment, etc.

Levels of Conflict
Intrapersonal Conflict
Intrapersonal conflict occurs within the individual because of actual or perceived pressures from incompatible goals or expectations. It is of three types:

Approach-approach conflict. Avoidance-avoidance conflict.

Approach-avoidance conflict.

Levels of Conflict
Interpersonal Conflict
It occurs between two or more individuals in opposition to each other.

Intergroup Conflict
It occurs among members of different teams or groups in an organization.

Interorganization Conflict
It is thought in terms of the competition and rivalry that characterizes firms operating in the same markets.

Functional (or constructive) conflict

It results in the positive benefits to individuals, the group, or the organization.
Surfaces important problems so they can be addressed. Causes careful consideration of decisions. Causes reconsideration of decisions. Increases information available for decision making. Provides opportunities for creativity.

Dysfunctional (or destructive) conflict

Works to the disadvantage of individuals, the group, or the organization.
Diverts energies. Harms group cohesion.

Promotes interpersonal hostilities.

Creates overall negative environment for workers.

Sources of Interpersonal Conflict

Perceived Goal Incompatibility Perceived Differentiation Task Interdependency

Perceived Limited Resources

Interpersonal Conflict-Handling Styles

Five conflict-handling orientations with inclusion of contextual factors

Interpersonal Conflict-Handling Styles

Competing: High assertiveness and low cooperativeness the goal is to win Occurs when you take a position that meets your concerns but not the other persons. A win-lose mode. When a quick, decisive action is vital- e.g. emergencies

On important issues where unpopular implementing- e.g. discipline, cost cutting

action

needs

On issues vital to company welfare when you know youre right Against people who take advantage of noncompetitive behavior

Interpersonal Conflict-Handling Styles

Collaborating: High assertiveness and high cooperativeness the goal is to find a win-win solution
Occurs when you find a position that fully satisfies your own and the other persons concerns. A win-win mode. To find an integrative solution when both sets of concerns are too important to be compromised When your objective is to learn To merge insights from people with different perspectives

Interpersonal Conflict-Handling Styles

Compromising: Moderate assertiveness and moderate cooperativeness the goal is to find a middle ground" Settle for a position that partially satisfies your concerns and those of the other person. A win-lose mode. When goals are important, but not worth the effort or potential disruption to more assertive modes When opponents with equal power are committed to mutually exclusive goals To achieve temporary settlement of complex issues As a backup when collaboration or competition is unsuccessful

Interpersonal Conflict-Handling Styles

Avoiding: Low assertiveness and low cooperativeness the goal is to delay Occurs when you try not to engage in a conflict issue. It is a lose-lose mode. When an issue is trivial and more important issues are pressing

When you perceive no chance of satisfying your concern

When potential disruption outweighs the benefits of resolution To let people cool down and regain perspective When others can resolve the conflict more effectively

Interpersonal Conflict-Handling Styles

Accommodating: Low assertiveness and high cooperativeness the goal is to yield Occurs when you accept a position that meets the other persons concerns over yours. A win-lose mode.
When you find you are wrong to allow a better position to be heard, to learn and show your reasonableness When issues are more important to others than yourself To build social credits for later issues To minimize loss when you are outmatched and losing When harmony and stability are essentially important

Negotiation in Conflict Management

Negotiation is a process in which two or more interdependent individuals or groups, who perceive that they have both common and conflicting goals, state and discuss proposals and preferences for specific terms of a possible agreement. BATNA The Best Alternative To a Negotiated Agreement; the lowest acceptable value (outcome) to an individual for a negotiated agreement.

Negotiation Strategies

Distributive Negotiation Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation. Distributive negotiation tactics include good cop, bad cop routine and revealing the deadline. Integrative Negotiation Negotiation that seeks one or more settlements that can create a win-win solution.

Staking out the Negotiation Zone

Distributive Versus Integrative Strategies

Strategy Characteristic Distributive Characteristic Integrative Characteristic

Available resources

Fixed amount of Variable amount of resources to be divided resources to be divided

Primary motivations
Primary interests

I win, you lose

I win, you win

Opposed to each other Convergent or congruent with each other Long term

Focus of relationships Short term

The Negotiation Process

Role of Mood and Personality Traits in Negotiation

The best distributive bargainer appears to be a

disagreeable introvert

Those who can check their egos at the door are able to
negotiate better agreements

Gender Differences in Negotiation

Women negotiate no differently from men, although men apparently negotiate slightly better outcomes. Men and women with similar power bases use the same negotiating styles.

Cultural Differences in Negotiation

Italians, Germans, and French dont soften up executives with praise

before they criticize. Americans do, and to many Europeans this seems manipulative. Israelis, accustomed to fast-paced meetings, have no patience for American small talk.

British executives often complain that their U.S. counterparts chatter too
much. Indian executives are used to interrupting one another. When Americans listen without asking for clarification or posing questions, Indians can feel the Americans arent paying attention.

Americans

often mix their business and personal lives. They think nothing, for instance, about asking a colleague a question like, How was your weekend? In many cultures such a question is seen as intrusive because business and private lives are totally compartmentalized.

Third Party Negotiations

A process by which a third party helps two other parties resolve one or more conflicts. The third party can be

Mediator
Arbitrator Conciliator Consultant

Conflict and Unit Performance