Conflict Management rev 1.pptx
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Conflict Management rev 1.pptx
- 1. Conflict Management Prepared by: Masroor Khan Textiles, Leather, & Footwear Expert
- 2. What is Conflict? • Opposition • Incompatible Behavior • Antagonistic Interaction • Block other party from reaching his or her GOALs
- 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 the first party cares about”
- 4. Introduction • Conflict is not always bad for an organization • Do not need to reduce all conflicts • Need for Growth and Survival • Conflict Management includes increasing or decreasing conflict • Major Management responsibility
- 5. 3 Schools of Conflict Thought •Traditional View •Human Relations View •Interactionist View
- 6. Functional Vs Dysfunctional Conflict Functional Conflict Conflict that supports the goals of the group and improve its Performance Dysfunctional Conflict Conflict that hinders group performance • Dysfunctional High Conflict – What you typically think of about conflict • Dysfunctional Low Conflict – A typical view • Levels vary among group
- 7. Functional Conflict • Constructive Conflict • Increase information and ideas • Encourages innovative thinking • Unshackles different point of view • Reduces stagnation
- 8. Dysfunctional conflict Dysfunctional High Conflict • Tension, Anxiety, Stress • Drives out low conflict tolerant people • Reduces trust • Poor decision because of withheld or distorted information • Excessive management focus on the conflict Dysfunctional Low Conflict • Few new ideas • Poor decisions from lack of innovation and information • Stagnation • Business as usual
- 9. Types of conflict Task Conflict Conflicts over content and goals of the work Relationship Conflict Conflicts based on interpersonal relationships Process Conflict Conflict over how work gets done
- 10. Organization Conflict • Conflicts that occurs within an organization • At interfaces of organization function • Can occur along the vertical and horizontal dimensions of the organization Vertical Conflicts – Between Managers and Sub ordinates Horizontal Conflicts – Between departments and work groups
- 11. Organization Conflicts • Intra group Conflict Conflict among the members of the group Early stages of group development Ways of doing task and group goals • Inter group Conflict Between 2 or more groups
- 12. Interpersonal Conflict Interpersonal Conflict • Between two or more people • Differences in views about what should be done • Efforts to get more resources • Differences in orientation to work and time in different parts of an organization
- 13. Inter organization Conflict •Between two or more organization •Not competition Examples: Suppliers and distributors, specially with the close links
- 14. Conflict and Unit performance Unit Performance HIGH LOW Level of Conflict HIGH
- 15. It’s inevitable and necessary •Causes of Team Conflict •When to Call the Boss •Conflict Management Styles
- 16. Causes of Team Conflict External Issues: • Competing for scarce resources • Lack of information sharing • Lack of clear direction • Other working on same issue • Lack of buy in with recommendation
- 17. Causes of Team Conflict Team Member Issues: Performance Issues • Behavior Problems – Absenteeism, Late work, Not doing what promised • Work Quality Problems
- 18. Causes of Team Conflict Team Member Issues: • Interaction / Communication Issues Schedule conflicts One member taking over Conflict between members Disagreeing over responsibilities Differing values, attitudes, and personalities
- 19. When to Call the Boss? • External Issues – Almost and Always • Team performance Issues Use strategies for conflict management and attempt to resolve If no immediate and sustained improvement, ask the boss for facilitation assistance
- 20. When to Call the Boss? •Team Interaction and Communication Issues Requires immediate facilitation, inform Boss, and discuss next steps
- 21. Conflict Management Styles Competing Compromising Collaborative Avoiding Accommodating Source: K. Thomas (Conflict and Negotiation process in Organization) pg668
- 22. Which Conflict Style is best? • Use avoidance When an issue is trivial To temporarily delay, allow emotions to cool • Use accommodation When you find you are wrong As a favor, build relationship • Use competition When quick, decisive action vital When don’t trust opponent • Use compromise When goals are important but not worth the effort/disruption of more assertive approach • Use collaboration When concerns are too important to be compromised When objective is to merge insights, gain commitment When have the time
- 23. Conflict Management Techniques • Focus on compromising, collaborating styles • Focus on (superordinate) shared goals requiring cooperation • Use communication skills • Use problem solving/ decision-making skills • Expansion of resources • Smoothing • Altering human variable • Altering structural variables • Bringing in outsiders • Restructuring the organization • Appointing a devil’s advocate • Authoritative command
- 25. Conflict Episodes • Latent conflict: antecedents of conflict behavior that can start conflict episode • Manifest conflict: observable conflict behavior • Conflict aftermath End of a conflict episode Often the starting point of a related episode Becomes the latent conflict for another episode • Conflict reduction: lower the conflict level
- 27. Conflict Episodes Latent Conflict Manifest Conflict Conflict Aftermath The Antecedents of Conflict e.g. Scarce Resource
- 28. Conflict Episodes • Some latent Conflicts in organization environment: Parking spaces Photo copier machines Laboratories/Computers Meeting rooms Kitchen utensils Office policies
- 29. Conflict Episodes Latent Conflict Manifest Conflict Conflict Aftermath Observable conflict behavior e.g. disagreement and discussion
- 30. Conflict Episodes Latent Conflict Manifest Conflict Conflict Aftermath Residue of a conflict episode: Example: Compromise in allocating scarce resources leaves both parties with less than they wanted.
- 32. Perceived Conflict Perceived conflict • Become aware that one is in conflict with another party • Can block out some conflict • Can perceive conflict when no latent conditions exist • Example: misunderstanding another person’s position on an issue
- 33. Felt Conflict Felt conflict • Emotional part of conflict • Personalizing the conflict • Oral and physical hostility • Hard to manage episodes with high felt conflict • What people likely recall about conflict
- 34. Relationship among Conflict Episodes • Episodes link through the connection of conflict aftermath to latent conflict • Effective conflict management: break the connection • Discover the latent conflicts and remove them
- 36. Conflict Frames and Orientation Conflict frames • Perceptual sets that people bring to conflict episodes • Perceptual filters Remove some information from an episode Emphasize other information in an episode
- 37. Conflict Frames and Orientation Conflict Frame Relationship Task Corporate WIN Emotional Intellectual
- 38. Conflict Frames and Orientation Conflict frame dimensions • Relationship-Task Relationship: focuses on interpersonal relationships Task: focuses on material aspects of an episode • Emotional-Intellectual Emotional: focuses on feelings in the conflict episode (felt conflict) Intellectual: focuses on observed behavior (manifest conflict)
- 39. Conflict Frames and Orientation Conflict frame dimensions • Cooperate-Win Cooperate: emphasizes the role of all parties to the conflict Win: wants to maximize personal gain
- 40. Conflict Frames and Orientation Conflict frame dimensions • Limited research results End an episode with a relationship or intellectual frame: feel good about relationship with other party Cooperation-focused people end with more positive results than those focused on winning
- 41. Conflict Frames and Orientation Conflict orientations Dominance: wants to win; conflict is a battle Collaborative: wants to find a solution that satisfies everyone Compromise: splits the differences Avoidance: backs away Accommodative: focuses on desires of other party
- 42. Conflict Frames and Orientation • Can change during conflict episode How firmly the person holds orientation Importance of the issues to the person Perception of opponent's power • Collaborative orientation: more positive long-term benefits than the others
- 43. Conflict Orientation and Conflict Aftermath Collaborative Compromise Avoidance Accommodative Dominance No Residue Conflict Aftermath High Residue
- 44. Conflict Frames and Orientation • Combinations of conflict orientations in a group Dominance, avoidance Dominance, dominance Avoidance, avoidance Dominance, collaborative, compromise Collaborative, compromise, avoidance Collaborative, compromise, avoidance, dominance, accommodative
- 45. Latent Conflict Sources of Conflict in an Organization • Antecedents to conflict episodes • Many natural conditions of organizations act as latent conflicts • Lurk in the background; trigger conflict when right conditions occur • Does not always lead to manifest conflict • Give us clues about how to reduce dysfunctional high conflict
- 46. Latent Conflict Sources of Conflict in an Organization Some representative latent conflict • Scarce resources: money, equipment, facilities • Organizational differentiation: different orientations in different parts of organization • Rules, procedures, policies: behavioral guides that can cause clashes • Cohesive groups: value and orientation differences among groups
- 47. Latent Conflict Sources of Conflict in an Organization Interdependence: Forces interaction Communication barriers: Shift work and jargon Ambiguous jurisdictions: Areas of authority not clearly defined Reward systems: Reward different behavior in different parts of the organization
- 48. Conflict Management Model Organizational Culture Product or Service Fast Changing Environment Perceived Conflict Requirement Desired Conflict Level
- 49. Conflict Management Model Normal Increase Conflict Decrease Conflict Dysfunctional Low Conflict Dysfunctional High Conflict
- 50. Conflict Management Model Symptoms of dysfunctional high conflict Low trust Information distortion Tension/antagonism Stress Sabotage of organization’s product or service
- 51. Conflict Management Model Symptoms of dysfunctional low conflict • Deny differences • Repress controversial information • Prohibit disagreements • Avoid interactions • Walk away from conflict episode
- 52. Reducing Conflict • Lose-lose methods: parties to the conflict episode do not get what they want • Win-lose methods: one party a clear winner; other party a clear loser • Win-win methods: each party to the conflict episode gets what he or she wants
- 53. Reducing Conflict Lose-lose methods • Avoidance Withdraw, stay away Does not permanently reduce conflict • Compromise Bargain, negotiate Each loses something valued • Smoothing: find similarities
- 54. Reducing Conflict Win-lose methods • Dominance Overwhelm other party Overwhelms an avoidance orientation • Authoritative command: decision by person in authority • Majority rule: voting
- 55. Reducing Conflict Win-win methods • Problem solving: find root causes • Integration: meet interests and desires of all parties • Superordinate goal: desired by all but not reachable alone
- 56. Reducing Conflict Summary • Lose-lose methods: Compromise • Win-lose methods: Dominance • Win-win methods: Problem solving
- 57. Increasing Conflict Increase conflict when it is dysfunctional low • Heterogeneous groups: members have different backgrounds • Devil’s advocate: offers alternative views • Organizational culture: values and norms that embrace conflict and debate
- 58. Ethical Issues in Conflict in Organizations Tolerance for conflict • Manager with a high tolerance for conflict; keeps conflict levels too high for subordinates • Should such managers reveal their intentions about desired conflict levels? • Full disclosure: subordinates could leave the group if conflict levels became dysfunctional Stressful • Ethical question applies equally to newly hired employees
- 59. Ethical Issues in Conflict in Organizations Deliberately increasing conflict is an effort to guide behavior in a desired direction • Subtle methods of increasing conflict (forming heterogeneous groups) connote manipulation • Full disclosure: manager states his intention to use conflict to generate ideas and innovation • If people are free to join a group or not, the ethical issue likely subsides
- 60. Ethical Issues in Conflict in Organizations • Experiencing intrapersonal conflict Requests to act against one's moral values Observing behavior that one considers unethical • Reduce intrapersonal conflict Report unethical acts Transfer to another part of the organization Quit
- 61. “First they ignore you. Then they ridicule you. And then they attack you and want to burn you. And then they build monuments to you.” Nicholas Klein