The Handshake Game <ul><li>Win as many points as you can. </li></ul><ul><li>You win a point when the joined hands touch  y...
Managing Conflict Mickaël Houri Julien Bouhlel Ferl Ngningone Udi Li-Hod
Sources of Conflict <ul><li>Personal differences </li></ul><ul><ul><li>Conflict stemming from incompatible personal values...
Focus of Conflict <ul><li>People based conflict refers to the “in your face” kind of confrontations in which affect level ...
What type of conflict did you face? <ul><li>Focus of Conflict </li></ul>Source of Conflict Personal Differences Informatio...
Is conflict always a bad thing? <ul><li>“ Each afternoon, in a tiny workroom on the 12 th  floor of the Mayo Clinic, the b...
When does it become a bad thing? <ul><li>Focus of Conflict </li></ul>Source of Conflict Personal Differences Informational...
The Spiral of Unmanaged Conflict Conflict Spiral Time Psychological Effect Evolution of the Issues Problem Emerges Intensi...
What about Kobe vs. Shaq?
<ul><li>Focus of Conflict </li></ul>Source of Conflict Personal Differences Informational Deficiencies Incompatible Roles ...
What about the employees at Wal-Mart?
<ul><li>Focus of Conflict </li></ul>Source of Conflict Personal Differences Informational Deficiencies Incompatible Roles ...
What about the following? <ul><li>Let’s assume the professor did not  explicitly  said in the syllabus so, but she has bee...
<ul><li>Focus of Conflict </li></ul>Source of Conflict Personal Differences Informational Deficiencies Incompatible Roles ...
What about intercultural conflict? <ul><li>A Canadian manager described his experience with an outstanding Chinese woman w...
What about intercultural conflict? <ul><li>Being from a hierarchical society, the Chinese woman could not make claims agai...
Conflict Management Approaches <ul><li>1. Forcing </li></ul><ul><ul><li>Satisfy one’s own needs at the expense of the need...
Uncooperative Cooperative COOPERATIVENESS Assertive Unassertive ASSERTIVENESS Forcing Collaborating Compromising Avoiding ...
Choosing a Strategy Med-High Equal Low Low Avoid Low Low-High High High Collaborate Low Equal Med Med Compromise Med-High ...
<ul><li>What is the best conflict resolution strategy for the Handshake Game, for Kobe vs. Shaq, etc., etc.? </li></ul><ul...
The Five-Step method of collaboration <ul><li>Show empathy and respect for their points and feelings </li></ul><ul><li>Ref...
Bibliography <ul><li>Schneider and Barsoux, 2003 </li></ul><ul><li>Di Stefano, J. J., Canada-China Computer Crisis Case,Lo...
INTRODUCED BY <ul><li>MICKAËL HOURI </li></ul><ul><li>JULIEN BOUHLEL </li></ul><ul><li>FERL NGNINGONE </li></ul><ul><li>UD...
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Managing Conflict

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  • Managing Conflict

    1. 1. The Handshake Game <ul><li>Win as many points as you can. </li></ul><ul><li>You win a point when the joined hands touch your hip. </li></ul><ul><li>You must keep track of points. </li></ul>
    2. 2. Managing Conflict Mickaël Houri Julien Bouhlel Ferl Ngningone Udi Li-Hod
    3. 3. Sources of Conflict <ul><li>Personal differences </li></ul><ul><ul><li>Conflict stemming from incompatible personal values and needs </li></ul></ul><ul><li>Information deficiencies </li></ul><ul><ul><li>A message is not received, misinterpreted, interpreted differently based on contradictory data sources </li></ul></ul><ul><li>Role incompatibility </li></ul><ul><ul><li>Interdependent tasks, incompatible roles </li></ul></ul><ul><li>Environmentally induced stress </li></ul><ul><ul><li>Lots of change in the environment, scarce resources, etc. </li></ul></ul>
    4. 4. Focus of Conflict <ul><li>People based conflict refers to the “in your face” kind of confrontations in which affect level is high </li></ul><ul><li>Issue-focused conflict refers to a rational negotiation between two parties that focuses on the distribution of resources </li></ul>
    5. 5. What type of conflict did you face? <ul><li>Focus of Conflict </li></ul>Source of Conflict Personal Differences Informational Deficiencies Incompatible Roles Environmental Stress Issues People
    6. 6. Is conflict always a bad thing? <ul><li>“ Each afternoon, in a tiny workroom on the 12 th floor of the Mayo Clinic, the battle against cancer begins with an argument. The walls of the room are plastered with X-rays, CT scans, and data. A group of cancer specialists, surgeons, residents, and nurses debates how to diagnose, and ultimately treat, the day’s patients. On one particular day, Dr. Lynn Hartmann, a medical oncologist, suggests a surgical procedure for a 65-year-old man with a possible kidney tumor. However, when she asks teammates for their opinions, they challenge her in a direct point-counterpoint debate” </li></ul><ul><li>- Roberts (1999) </li></ul>
    7. 7. When does it become a bad thing? <ul><li>Focus of Conflict </li></ul>Source of Conflict Personal Differences Informational Deficiencies Incompatible Roles Environmental Stress Issues People
    8. 8. The Spiral of Unmanaged Conflict Conflict Spiral Time Psychological Effect Evolution of the Issues Problem Emerges Intensity Sides Form Positions Harden Communication Stops Resources are Committed Conflict Moves Outside Team Perceptions Become Distorted Sense of Crisis Emerges <ul><li>New ideas are </li></ul><ul><li>stalemated </li></ul><ul><li>Unrealistic goals are </li></ul><ul><li>advocated </li></ul><ul><li>People become aware </li></ul><ul><li>of specific issues </li></ul><ul><li>Individuals take sides </li></ul><ul><li>Issues and positions </li></ul><ul><li>are sharpened </li></ul><ul><li>Issues become </li></ul><ul><li>polarized </li></ul><ul><li>Issues shift from </li></ul><ul><li>specific to general, </li></ul><ul><li>single to multiple </li></ul><ul><li>Motivation based on </li></ul><ul><li>revenge </li></ul><ul><li>Momentum of conflict </li></ul><ul><li>beyond team members’ </li></ul><ul><li>control </li></ul><ul><li>Militant hostility </li></ul><ul><li>Inability to perceive </li></ul><ul><li>neutrals </li></ul><ul><li>Rumors and </li></ul><ul><li>exaggerations </li></ul><ul><li>Increased Anxiety </li></ul><ul><li>Intensification of </li></ul><ul><li>feelings </li></ul>
    9. 9. What about Kobe vs. Shaq?
    10. 10. <ul><li>Focus of Conflict </li></ul>Source of Conflict Personal Differences Informational Deficiencies Incompatible Roles Environmental Stress Issues People
    11. 11. What about the employees at Wal-Mart?
    12. 12. <ul><li>Focus of Conflict </li></ul>Source of Conflict Personal Differences Informational Deficiencies Incompatible Roles Environmental Stress Issues People
    13. 13. What about the following? <ul><li>Let’s assume the professor did not explicitly said in the syllabus so, but she has been taking attendance. The points for our quiz and presentations grades will be erased and we will instead receive 10 points for every class attended. </li></ul>
    14. 14. <ul><li>Focus of Conflict </li></ul>Source of Conflict Personal Differences Informational Deficiencies Incompatible Roles Environmental Stress Issues People
    15. 15. What about intercultural conflict? <ul><li>A Canadian manager described his experience with an outstanding Chinese woman who worked at his company as a computer programmer as part of a two-year government programme. She became more and more angry as she believed aspects of the programme which she believed had been promised were not delivered. The manager knew she was unhappy. But he decided that if she could not talk about it, he would not do anything. </li></ul>
    16. 16. What about intercultural conflict? <ul><li>Being from a hierarchical society, the Chinese woman could not make claims against the boss without making him lose face. But coming from an egalitarian society, the Canadian manager relied upon her to tell him what the problems were. </li></ul><ul><li>When people from hierarchical cultures do make claims in which they recognise their lack of status, they are more likely to appeal to sympathy. This reminds the person of higher status of his responsibility to take care of the needs of the lower status person. </li></ul>
    17. 17. Conflict Management Approaches <ul><li>1. Forcing </li></ul><ul><ul><li>Satisfy one’s own needs at the expense of the needs of the other individual </li></ul></ul><ul><li>2. Accommodating </li></ul><ul><ul><li>Satisfies the other party’s concerns while neglecting one’s own </li></ul></ul><ul><li>3. Avoiding </li></ul><ul><ul><li>Neglects the interests of both parties by sidestepping the conflict </li></ul></ul><ul><li>4. Compromising </li></ul><ul><li>Partial satisfaction for both parties. According to Gladwin and Walter, ‘compromise’ is found between each of the other four. We have to do it when cultures meet. (Gladwin, T. N. and Walter, I., Multinationals Under Fire , New York: John Wiley, 1979.) </li></ul><ul><li>5. Collaborating </li></ul><ul><ul><li>Fully address the concerns of both parties </li></ul></ul>
    18. 18. Uncooperative Cooperative COOPERATIVENESS Assertive Unassertive ASSERTIVENESS Forcing Collaborating Compromising Avoiding Accommodating
    19. 19. Choosing a Strategy Med-High Equal Low Low Avoid Low Low-High High High Collaborate Low Equal Med Med Compromise Med-High Low High Low Accommodate Med-High High Low High Force Time Constraints Relative Power Relationship Importance Issue Importance
    20. 20. <ul><li>What is the best conflict resolution strategy for the Handshake Game, for Kobe vs. Shaq, etc., etc.? </li></ul><ul><li>What conflict resolution strategy was actually used in the Kobe and Shaq battle? What should they have done? </li></ul><ul><li>What about the employees at Wal-Mart? </li></ul>
    21. 21. The Five-Step method of collaboration <ul><li>Show empathy and respect for their points and feelings </li></ul><ul><li>Reframe their argument as an attempt to deal with the problem </li></ul><ul><li>Share information to understand each other’s position and build trust </li></ul><ul><li>Don’t discuss issues sequentially </li></ul><ul><li>Make multiple proposals simultaneously (can add contingency contracts) </li></ul>
    22. 22. Bibliography <ul><li>Schneider and Barsoux, 2003 </li></ul><ul><li>Di Stefano, J. J., Canada-China Computer Crisis Case,London, Canada: University of Western Ontario, 1994 </li></ul><ul><li>Thomas, K., ‘Conflict and conflict management’, in M. Dunnette (ed.) Handbook of Industrial and Organizational Psychology , Chicago: Rand McNally, 1976, pp. 889-935 </li></ul><ul><li>Gladwin, T. N. and Walter, I., Multinationals Under Fire , New York: John Wiley, 1979 </li></ul><ul><li>Goldberg, S. B., F. E. A. sander, and N. H. Rogers, Dispute resolution: Negotiation, Mediation, and Other Processes, 3rd ed. (Gaithersburg, Md., Aspen, 1999) </li></ul>
    23. 23. INTRODUCED BY <ul><li>MICKAËL HOURI </li></ul><ul><li>JULIEN BOUHLEL </li></ul><ul><li>FERL NGNINGONE </li></ul><ul><li>UDI LI-HOD </li></ul><ul><li>THANK YOU FOR YOUR ATTENTION… </li></ul>

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