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Chapter 7 - Conflict management. This chapter focuses on the important topic of conflict management. Conflict is a natural part of the discussion process. However, conflict can sometimes become so intense that a group’s functioning is damaged. In this chapter we examine sources of conflict, the desirability and undesirability of conflict, types of conflict, and some methods for conflict management.
CCHH AAPP TT EE RR Conflict Management Stewart L Tubbs McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Conflict Management • • • • • • • McGrawHill Glossary Case Study Sources of Conflict Desirability of Conflict Types of Conflict Undesirability of Conflict Game Theory Toward Conflict Management The Systems Approach © 2004 The McGrawHill Companies, Inc. All rights reserved Slide Glossary • Conflict of Feelings—when people’s ideas come into conflict, the participants often begin to have negative feelings toward one another. These conflicts of feelings can damage the group’s functioning • Conflict Grid—a model of conflict management developed by Robert Blake and Jane Srygley Mouton. It is aframeworkfordevelopingconflictmanagementskills McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Glossary ConflictofIdeasmanyideasaregeneratedingroup discussions.Sometimesdifferentpeoplesideasmay conflict.Itisimportanttorememberthatavarietyand diversityofideasisusuallydesirableintheprocessof problemsolving ConflictManagementtheabilitytomanage conflictsothatthereisahealthyconflictofideaswithout theunhealthyconflictoffeelings McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Case Study Conflict in the Shipping Department 1. What would you have done if you had been Beth in this case? 2. How realistic does this case seem based on your experience? 3. What would you have done differently if you had been Beth’s supervisor? 4. Are there any other suggestions or recommendations that you have for instances like this that happen at work? 5. What material in this chapter can help prepare you for dealing with such instances? McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide Sources of Conflict • Conflict exists whenever incompatible activities occur – Conflicts may originate from a number of different sources, including: • Differences in information, beliefs, values, interests, or desires • A scarcity of some resource • Rivalries in which one person or group competes with another McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide Desirability of Conflict • Many writers believe that conflict in a group is desirable McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide Types of Conflict • Conflict of ideas – Dooley and Fryxell (1999) found that conflict of ideas at the early stage of decision making (idea formulation) was desirable – That same conflict sometimes caused problems at a later stage when the ideas actually had to implemented • Conflict of feelings (often called personality conflict) McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Types of Conflict OppositionandSupport McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 10 Undesirability of Conflict Conflictsareoftenhardtokeepunder control once they have begun – There is a definite trend toward escalation and polarization – Once conflict escalates to a point at which it is no longer under control, it almost always yields negative results McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide 12 Toward Conflict Management • Blake and Mouton (1970) have proposed a scheme whereby we can try to avoid winlose situations and, when possible, apply a winwin approach – The 1,1 style is the handsoff approach, also called avoidance – The 1,9 position, also called accommodation, is excessively personoriented McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide 13 Toward Conflict Management • Blake and Mouton (1970) . . . (continued) – The 5,5 position represents a willingness to compromise – The 9,1 is the bullheaded approach, also called competing – The optimum style for reducing conflict is the 9,9 approach, also called collaboration McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide 14 Toward Conflict Management • Borisoff and Victor (1998) argue that the best strategy for conflict management (negotiation) depends on the desired outcome – Unilateral negotiation strategies • They include: – – – – McGrawHill The trusting collaboration strategy The open subordination strategy Thefirmcompetitionstrategy Theactiveavoidancestrategy â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 15 Toward Conflict Management Borisoff and Victor (1998) . . . (continued) – Interactive negotiation strategies • • • • • • • • • McGrawHill Trusting collaboration Principled negotiation Firm competition Soft competition Open subordination Focused subordination Active avoidance Passiveavoidance Responsiveavoidance â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 16 Toward Conflict Management Fisher, Ury, and Patton (1991) outline four principles that compose principled negotiation – – – – McGrawHill Separate the people from the problem Focus on interests, not positions Inventoptionsformutualgain Seekobjectivecriteria â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 17 Toward Conflict Management Tubbs, Kryska, and Cooper (1997) propose that one frequent source of conflict is the leadership struggle between superior and subordinate in decision making – The Continuum of DecisionMaking Behavior has been described as including four styles of decision making: • • • • McGrawHill Tells Sells Consults Joins © 2004 The McGrawHill Companies, Inc. All rights reserved Slide 18 Toward Conflict Management • Conflict resolution seems to improve as we engage in certain behaviors – Set the stage for dialogue – Disengage your flightfight response – State clearly and without anger, your needs and selfinterests, and listen carefully to those expressed by others – Look below the surface of what is being said – Separate the person from the problem McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide 19 Toward Conflict Management • Conflict resolution . . . (continued) – Brainstorm all potential solutions to your conflict – Discuss collaboratively rather than aggressively – Use informal problem solving, mediation, and other conflict resolution techniques – Let go of your judgments about the others and focus instead on improving your own skills at handlingtheirdifficultbehaviors McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 20 Toward Conflict Management Conflict resolution . . . (continued) – Don’t surrender just so the conflict will go away – Recognize the larger organizational and social issues that express themselves through conflict – Search for completion – Modify the agreement if necessary. (adapted from Cloke and Goldsmith, 2000, pp. 1418) McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Source: Adapted from Cloke and Goldsmith, 2000, pp. 1418) Slide 21 Toward Conflict Management • Diane Yale (1988) outlines three approaches to conflict that occur in the form of metaphor – The competitive, adversarial metaphor • Often results in a winner and loser in the resolution process – The problemsolving metaphor • If your [conflict] is focused on problemsolving, everything that comes at you . . . is seen as a problem or a solution – The creative orientation metaphor • Brings an innovative quality to group conflict resolution McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 22 Toward Conflict Management Blake and Mouton’s Conflict Grid McGrawHill Source: Reproduced by permission from Robert R. Blake and Jane Syngley Mouton. “The Fifth Achievement.” © 2004 The McGrawHill Companies, Inc. All rights reserved Journal of Applied Behavioral Science 6(4), 1970 Slide 23 Toward Conflict Management— Practical Tips Walker and Harris (1995) offer the following practical tips for implementing the 9,9 style. Encouraging behavior occurs when a team member: 1. Avoids feelings or perceptions that imply the other person is wrong or needs to change 2. Communicates a desire to work together to explore a problem or seek a solution 3. Exhibits behavior that is spontaneous and destruction free McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide 24 Toward Conflict Management— Practical Tips Walker and Harris . . . (continued) 4. Identifies with another team member’s problems, shares feelings, and accepts the team member’s reaction 5. Treats other team members with respect and trust 6. Investigates issues rather than taking sides on them – The same principles can be applied to negotiating with others outside your team, or with a supplier or customer(p.102) McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 25 Toward Conflict Management A Continuum of DecisionMaking Behavior McGrawHill Source: From Stewart L. Tubbs. Empowerment (Ann Arbor, Mich.: UTrain, Inc., 1993), pp 59. Adapted from R. Tannenbaum and © 2004 The McGrawHill Companies, Inc. All rights reserved H.W. Schmidt. “How to Choose a Leadership Pattern,” Harvard Business Review MarchApril, 1958 Slide 26 The Systems Approach • Conflict may have some desirable consequences for the group • Conflict that gets out of control may be destructive • We would expect more conflictproducing behaviors from those high in aggression, dominance,andtheneedforautonomy Perhapsoneofthemostimportantfactors relatedtoconflictisthestyleofleadership andtheresultinggroupnormsregarding conflict McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved ... Dooley and Fryxell (1999) found that conflict of ideas at the early stage of decision making (idea formulation) was desirable – That same conflict sometimes caused problems at a later stage when the ideas actually had to ... Blake and Mouton (1 970 ) have proposed a scheme whereby we can try to avoid winlose situations and, when possible, apply a winwin approach – The 1,1 style is the handsoff approach, also called avoidance... Slide 25 Toward Conflict Management AContinuumofDecisionưMakingBehavior McGrawưHill Source:FromStewartL .Tubbs. Empowerment(AnnArbor,Mich.:UưTrain,Inc.,1993),pp5ư9.AdaptedfromR.Tannenbaumand â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved