In Conflict Resolution(2)


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In Conflict Resolution(2)

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  • In Conflict Resolution(2)

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