In Conflict Resolution

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In Conflict Resolution

In Conflict Resolution

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  • 1. Understanding and Resolving Conflict Mark Smallwood Brigham Young University
  • 2. Agenda
    • What is conflict?
    • What is conflict’s role in business?
    • Different views of conflict
    • Kinds of conflict
    • Stages of conflict resolution
    • Methods of conflict resolution
    • Group Exercise
    • Review
  • 3. What is Conflict?
    • A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
  • 4. A Few Questions
    • Is conflict bad for business?
    • What kind of conflict is seen in our business?
    • Does this conflict help or hurt our performance?
  • 5. Conflicts About Conflict’s Role
    • Different Views
      • Traditional View
      • Human Relations View
      • Interactionist View
  • 6. Different Views
    • Traditional View
      • Conflict is bad!
      • Same as violence, destruction, irrationality
  • 7. Different Views
    • Human Relations View
      • It’s going to happen, so cope with it!
  • 8. Different Views
    • Interactionist View
      • Functional conflict is good for business and even encouraged
      • Functional vs. dysfunctional conflict
  • 9. Kinds of Conflict
    • Task Conflict
      • Low to moderate levels can be acceptable
    • Process Conflict
      • Low levels can be acceptable
    • Relationship Conflict
      • Almost always dysfunctional
  • 10. The Conflict Process
    • Four Stages
      • Potential opposition
      • Cognition and personalization
      • Behavior
      • Outcomes
  • 11. The Conflict Process
    • Stage 1
      • Potential Opposition
        • Factors are present that can lead to conflict
          • Communication
          • Structure
          • Personal Variables
  • 12. The Conflict Process
    • Stage 2
      • Cognition and Personalization
        • Awareness of conditions in stage 1
        • The conditions cause some sort of frustration
  • 13. The Conflict Process
    • Stage 3
      • Behavior
        • An action is done that frustrates another person’s interests
        • The conflict becomes known to the differing parties and to others
  • 14.  
  • 15. The Conflict Process
    • Stage 4
      • Outcomes
        • Functional Outcomes
        • Dysfunctional Outcomes
  • 16. Conflict Resolution
    • Even in the interactionist view of conflict, conflict can become dysfunctional.
    • At this point, someone may need to step in and help resolve the conflict.
  • 17. Methods for Resolving Conflict
    • Passive conflict resolution
    • Win-win
    • Structured problem solving
    • Confronting conflict
    • Choosing a winner
    • Selecting a better alternative
    • Preventing Conflict
  • 18. Methods for Resolving Conflict
    • Passive conflict resolution
      • Just ignore the conflict
    • Win-win
      • Satisfy both side’s needs
  • 19. Methods for Resolving Conflict
    • Structured problem solving
      • Gather data about the problem
      • Have a third party observer analyze the data and make an argument for one side
      • Mediation
    • Confronting conflict
      • Listen the problem and help the parties resolve it
  • 20. Methods for Resolving Conflict
    • Choosing a winner
      • Choose the winner, then deal with the negative feelings between the two parties
    • Selecting a better alternative
      • Choose an idea neither of the parties considered
  • 21. Methods for Resolving Conflict
    • Preventing conflict
      • “ Skilled leaders use different techniques to create an environment that is relatively free of conflict…” (Foster)
  • 22. Shea & Gould Law Firm
    • “ At its peak, the firm had 350 lawyers and played a leading role in New York politics, banking, real estate and sports”
    • Closed its doors after not being able to resolve a conflict about the firms future
  • 23. Let’s Try These Out!
    • Split up in groups of three people
    • Choose a conflict that could be faced in this organization
    • Discuss how it would be handled using each of the methods listed previously
  • 24. Let’s Try These Out!
    • Describe your conflict
    • What method would be best for handling your chosen situation?
    • Would that method be best for all situations in this organization?
    • What does everyone else think?
  • 25. Summary
    • Conflict can be good for a business
    • When it isn’t good, the conflict must be resolved
    • Different methods exist to resolve conflict
    • No one method is best for any conflict
  • 26. Bibliography
    • Bacal, Robert. “Organizational Conflict - The Good, The Bad & The Ugly.” http://conflict911.com/conflictarticles/orgconflict.htm.
    • Foster, S. Thomas. Managing Quality: An Integrative Approach . 2 nd ed., Pearson Education, Inc., 2004. pp. 325-329.
    • Geyelin, Milo,  Felsenthal, Edward. “Irreconcilable differences force Shea & Gould closure”. Wall Street Journal. (Eastern edition). New York, N.Y.: Jan 31, 1994. pg. B1.
    • Robbins, Steven P. Essentials of Organizational Behavior. 8 th ed., Pearson Education, Inc., 2005. pp. 193-201.
    • Thomas, K.W. “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough, Handbook of Industrial and Organizational Psychology , 2 nd ed., vol. 3, pp. 651-717.
    • Thomas, K.W., and R.H. Kilmann. Thomas-Kilmann Conflict Mode Instrument. Sterling Forest, NY: Xicom, Inc., 1974.