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Conflict Management ELAB6814
Conflict arises from incompatible goals, interests or values between individuals or groups. It can be constructive by improving decision making or destructive by hindering performance. There are various models of the conflict process including potential opposition, cognition, intentions, behaviors and outcomes. Conflict may be stimulated functionally through approaches like devil's advocacy or dialectical debate. Dysfunctional conflict should be managed through addressing personal or structural causes, using third party assistance, and integrative or distributive negotiation techniques. Overall, optimal organizational performance requires managing conflict at a moderate, constructive level.
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Conflict Management ELAB6814
- 1. OVERVIEW Models of Conflict Concept Clarification Causes and Consequences Conflict Solutions MONTOELIGLADYS NTSOAKI 2009146214 Lecture: DR Cobus Pienaar
- 2. 01Concept Definition and Clarification 01 Definitions Past and PresentViews of Conflict Levels of Conflict
- 3. “As managers wespend about 21% of our time dealing with conflict.” • Conflict is an inevitable part of our lives • Conflict management skills predict managerial success and interpersonal effectiveness Importance of Conflict Management Skills
- 4. Conflict Defined Aprocess 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 (Robbins & Judge, 2013) – That point in an ongoing activity when an interaction “crosses over” to become an interparty conflict Encompasses a wide range of conflicts that people experience in organizations – Incompatibility of goals – Differences over interpretations of facts – Disagreements based on behavioral expectations 3
- 5. Conflict Defined OrganizationalConflict • The discord that arises when goals, interests or values of different individuals or groups are incompatible and those people block or thwart each other’s efforts to achieve their objectives. Jones and George (2013) Four Critical Elements • “Conflict is a felt struggle between two or more interdependent individuals over perceived incompatible differences in beliefs, values, and goals, or over differences in desires for esteem, control, and connectedness” Wilmot and Hocker (201) 4
- 6. Conflict Defined Alldefinitions agree that conflict needs to be recognised by at least two parties before it exists. Common to most definitions is the idea that conflict is a perception and key ingredients for the conflict process are opposition or incompatibility or differences and some form of interaction. However, differences alone do not create conflict. It is the expression of those differences in the way people behave with each other that results in conflict. Thus, another core aspect of conflict is the concept of interdependence. 5
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- 8. Past and PresentPerspectives of Conflict Traditional View of Conflict – The belief that all conflict is harmful and must be avoided – Prevalent view in the 1930s-1940s 7 Conflict resulted from: – Poor communication – Lack of openness – Failure to respond to employee needs
- 9. Past and PresentPerspectives of Conflict Human Relations View of Conflict – The belief that conflict is a natural and inevitable outcome in any group – Prevalent from the late 1940s through mid-1970s 8
- 10. Past and PresentPerspectives of Conflict 9 Interactionist View of Conflict – The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively – Constructive conflict occurs when people focus their discussion on the issue while showing respect for people with other points of view. – Relationship conflict focuses on people, rather than the issues, as the source of conflict and is most of the time dysfunctional since it hinders group performance and doesn’t lead to any beneficial solution
- 11. Forms of InteractionistConflict Functional Conflict • Conflict that supports the goals of the group and improves its performance Dysfunctional Conflict • Conflict that hinders group performance 10
- 12. Types of InteractionistConflict Task Conflict – Conflicts over content and goals of the work – Low-to-moderate levels of this type are FUNCTIONAL Relationship Conflict – Conflict based on interpersonal relationships – Almost always DYSFUNCTIONAL Process Conflict – Conflict over how work gets done – Low levels of this type are FUNCTIONAL 11
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- 15. Summary – Definitionsand Clarification Conflict arises when individuals are not able to choose among the available alternative courses of action. Conflict between two individuals implies that they have conflicting perceptions, values, attitudes and goals. Conflict is a dynamic process as it indicates a series of events. Each conflict is made of a series of interlocking conflict episodes. Conflict must be perceived by the parties. If no one is aware of the conflict, then it is generally agreed that no conflict exists. Conflict is a natural and inevitable outcome in any group and that need not to be an evil, but rather, with the potential to be a positive force in determining group performance. Conflict can be a positive force in a group and that is also absolutely necessary for a group to perform effectively. Optimal organisational performance requires a moderate level of conflict. The task of management is to manage the level of conflict and its resolution for optimal organisational performance. Conflict between groups is inevitable in the workplace. This conflict may be positive or negative, depending on its impact on the organisation’s goal achievement. 14
- 16. 01Causes and Consequences02 Sources ofConflict Consequences of Conflict
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- 18. Personal Factors • Skillsand abilities • Personalities • Perceptions • Values and ethics • Emotions • Communication barriers • Cultural differences Structural Factors • Specialization • Interdependence • Common resources • Goal differences • Authority relationships • Status inconsistencies • Jurisdictional ambiguities CONFLICT! Causes of Conflict
- 19. The Consequences ofDysfunctional Intergroup Conflict Changes within Groups • Increased Group Cohesiveness • Emphasis on Loyalty • Rise in Autocratic Leadership • Focus on Activity • Distorted Perceptions • Negative Stereotyping • Decreased Communication Changes between Groups
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- 21. 01Models of Conflict03 Conflict Process Pondy’sStages of Conflict
- 22. The Conflict Process 21 Wewill focus on each step in a moment…
- 23. Stage I: PotentialOpposition or Incompatibility Communication – Semantic difficulties, misunderstandings, and “noise” Structure – Size and specialization of jobs – Jurisdictional clarity/ambiguity – Member/goal incompatibility – Leadership styles (close or participative) – Reward systems (win-lose) – Dependence/interdependence of groups Personal Variables – Differing individual value systems – Personality types 22
- 24. Stage II: Cognitionand Personalization Important stage for two reasons: 1. Conflict is defined • Perceived Conflict – Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise 2. Emotions are expressed that have a strong impact on the eventual outcome • Felt Conflict – Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility 23
- 25. Stage III: Intentions Intentions – Decisions to act in a given way – Note: behavior does not always accurate reflect intent Dimensions of conflict-handling intentions: – Cooperativeness • Attempting to satisfy the other party’s concerns – Assertiveness • Attempting to satisfy one’s own concerns 24
- 26. Styles to HandleConflict Cooperativeness Assertiveness Low High High Competing Avoiding Compromising Accommodating Collaborating
- 27. Stage IV: Behavior Conflict Management – The use of resolution and stimulation techniques to achieve the desired level of conflict Conflict-Intensity Continuum 32
- 28. Stage V: Outcomes Functional – Increased group performance – Improved quality of decisions – Stimulation of creativity and innovation – Encouragement of interest and curiosity – Provision of a medium for problem-solving – Creation of an environment for self-evaluation and change 33 Dysfunctional – Development of discontent – Reduced group effectiveness – Retarded communication – Reduced group cohesiveness – Infighting among group members overcomes group goals Creating Functional Conflict – Reward dissent and punish conflict avoiders
- 29. Pondy’s Model ofOrganizational Conflict Stage 1: Latent Conflict Stage 2: Perceived Conflict Stage 3: Felt Conflict Stage 4: Manifest Conflict Stage 5: Conflict Aftermath
- 30. Pondy’s Model ofOrganizational Conflict 35
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- 32. Conflict Solutions Conflictmanagement involves designing effective strategies to minimise the dysfunctions of conflict and enhancing the constructive functions of conflict. 37 Conflict resolution implies reduction, elimination, or termination of conflict. Negotiating, bargaining, mediation, and arbitration fall into the conflict resolution category. “what we need for contemporary organisations is conflict management and not conflict resolution” Golembiewski (2000)
- 33. Managing Conflict Organizationalconflict can escalate rapidly and sour an organization’s culture – Managing conflict is an important priority Organizations must balance the need to have some “good” conflict without letting it escalate into “bad” conflict Choice of conflict resolution method depends on the source of the problem 38
- 34. Conflict Solutions –FunctionalConflict 39 – Problem solving – Superordinate goals – Expansion of resources – Avoidance – Smoothing – Compromise – Authoritative command – Altering the human variable – Altering the structural variables – Communication – Bringing in outsiders – Restructuring the organization – Appointing a devil’s advocate
- 35. Stimulating Functional Conflict ADevil’s Advocate Decision Program The Dialectic Decision Method 1 A proposed course of action is generated. 1 A proposed course of action is generated. 2 A devil’s advocate (individual of group) is assigned to criticize the proposal. 2 Assumptions underlying the proposal are identified. 3 The critique is presented to key decision makers. 3 A conflicting counter- proposal is generated based on different assumptions.
- 36. Stimulating Functional Conflict(continued) A Devil’s Advocate Decision Program The Dialectic Decision Method 6 The decision is monitored. 6 The decision is monitored. 4 Any additional information relevant to the issues is gathered. 4 Advocates of each position present and debate the merits of their proposals before key decision makers. 5 The decision to adopt, modify, or discontinue the proposed course of action is taken. 5 The decision to adopt either position, or some other position, e.g., a compromise, is taken.
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- 39. How to DealWith Personality Conflicts
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- 41. Using Third-Party Negotiations Mediation • Allowing a neutral third party to act as a facilitator through the application of reasoning, suggestion, and persuasion. Arbitration • Is where the third party has the power (authority) to impose an agreement. Conciliation • Occurs where the third party is someone who is trusted by both sides and services primarily as a communication link between the disagreeing parties.
- 42. Negotiation Negotiations may beviewed as a process in which two or more parties attempt to reach acceptable agreement in a situation characterized by some level of disagreement.
- 43. Approaches to Negotiation IntegrativeBargaining Negotiation that seeks one or more settlements that can create a win-win solution Distributive Bargaining Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation
- 44. Distributive versus IntegrativeBargaining Bargaining Characteristic Distributive Bargaining Integrative Bargaining Goal Get all the pie you can Expand the pie Motivation Win-Lose Win-Win Focus Positions Interests Information Sharing Low High Duration of Relationships Short-Term Long-Term 49 MineYours MineYours Distributive Integrative
- 45. Summary and ManagerialImplications Conflict can be constructive or destructive Reduce excessive conflict by using: – Competition – Collaboration – Avoidance – Accommodation – Compromise Integrative negotiation is a better long-term method 50
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