Two Types of Conflict Resolution Process2.pptx
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The document discusses two types of conflict resolution processes: win-win and win-lose. Win-win involves compromise by both parties through consensus to reach a mutually agreeable solution. Win-lose results in one party having advantage over the other and the conflict being settled temporarily through either coercive or non-coercive means. It provides guidelines for seeking a win-win solution, including defining needs, trying to meet all needs, supporting other values, separating problems from personalities, focusing on fairness over pressure, and finding creative solutions. Attitudes in conflict include assertiveness and cooperation, ranging from collaborative to competitive to accommodating. The problem-solving process involves clarifying the problem, generating solutions, cooperating, implementing plans,
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COM3621 CONFLICT MANAGEMENTSeptember 11, 2018Cl.docx
COM3621:
CONFLICT MANAGEMENT
September 11, 2018
Class Agenda
■ Productive and Destructive Conflict
■ Phases of Conflict:
– Differentiation
– Integration
Productive & Destructive
Conflict Interaction
■ Coser (1956)
■ Realistic conflicts
– Focuses on resolving underlying incompatibilities
– Rely on negotiation, persuasion
– Conflict is a means to an end
■ Nonrealistic conflicts
– Focuses on defeating or hurting the other party
– Rely on aggression, coercion
– Conflict is an end in itself
Productive & Destructive
Conflict Interaction
■ Productive conflicts depend on flexibility
– Participants engage in a variety of behaviors
■ Destructive conflicts are premised on the belief that one
side must win and one side must lose
Phase 1: Differentiation
■ “The pattern of interaction that sharply distinguishes
opposing positions” (Putnam, 2010)
■ Parties become aware of how goals and perceptions differ
■ Benefits: Understanding, Acceptance, Motivation
■ Requires acknowledgement of incompatibilities
■ Common responses: Escalation, Avoidance, and Rigidity
Escalation
■ Occurs when conflict is highly personalized and directed
away from the underlying issue
■ Causes emotional intensity increases over time
Symptoms of Escalation
Issue takes longer than anticipated to confront The same argument is offered repeatedly
Threats are used to “win” arguments Tension is present and felt
Name calling and personal arguments Sarcasm or humor is used as release
Heated disagreements about trivial issues Parties overinflate consequences of not
reaching an agreement
Avoidance
■ Refusal to acknowledge a conflict
– “Don’t Talk About It” conflict
■ Can lead to acceptance of an unsatisfactory solution
Symptoms of Avoidance
Decrease in commitment to solve conflict Quick acceptance of suggested solution
Parties stop themselves from discussing
controversial aspects of conflict
Tuning out of an interaction
Discussion centers on safe aspect of a more
explosive issue
Little sharing of information
Outspoken people are more quiet than usual No plan is made to implement a solution
Escalation or Avoidance?
Cardi B, Instagram
“The other night I was part of something so
mortifying and so humiliating to go through in
front of a bunch upper echelon… people who
have their life together…I was in a Gaultier
gown — off the motherf—ing runway — and I
could not believe how humiliated it all felt…I
just want people to know that Onika Tanya
Maraj has never, will never… speak ill on
anyone’s child. I am not a clown. That’s clown
s—.”
Nicki Minaj, People
Rigidity
■ Tendency to enact the same conflict repeatedly
■ Requires alternative responses to overcome inflexibility
Phase 2: Integration
■ Conflict focus transitions from difference to negotiation and
cooperation
■ Conditions
– Parties acknowledge differences as legitimate
– The “standoff” – Neither party is willing to give in completely to the
other side
– Parties are rea.
COM3621 CONFLICT MANAGEMENTSeptember 11, 2018Cl.docx
COM3621:
CONFLICT MANAGEMENT
September 11, 2018
Class Agenda
■ Productive and Destructive Conflict
■ Phases of Conflict:
– Differentiation
– Integration
Productive & Destructive
Conflict Interaction
■ Coser (1956)
■ Realistic conflicts
– Focuses on resolving underlying incompatibilities
– Rely on negotiation, persuasion
– Conflict is a means to an end
■ Nonrealistic conflicts
– Focuses on defeating or hurting the other party
– Rely on aggression, coercion
– Conflict is an end in itself
Productive & Destructive
Conflict Interaction
■ Productive conflicts depend on flexibility
– Participants engage in a variety of behaviors
■ Destructive conflicts are premised on the belief that one
side must win and one side must lose
Phase 1: Differentiation
■ “The pattern of interaction that sharply distinguishes
opposing positions” (Putnam, 2010)
■ Parties become aware of how goals and perceptions differ
■ Benefits: Understanding, Acceptance, Motivation
■ Requires acknowledgement of incompatibilities
■ Common responses: Escalation, Avoidance, and Rigidity
Escalation
■ Occurs when conflict is highly personalized and directed
away from the underlying issue
■ Causes emotional intensity increases over time
Symptoms of Escalation
Issue takes longer than anticipated to confront The same argument is offered repeatedly
Threats are used to “win” arguments Tension is present and felt
Name calling and personal arguments Sarcasm or humor is used as release
Heated disagreements about trivial issues Parties overinflate consequences of not
reaching an agreement
Avoidance
■ Refusal to acknowledge a conflict
– “Don’t Talk About It” conflict
■ Can lead to acceptance of an unsatisfactory solution
Symptoms of Avoidance
Decrease in commitment to solve conflict Quick acceptance of suggested solution
Parties stop themselves from discussing
controversial aspects of conflict
Tuning out of an interaction
Discussion centers on safe aspect of a more
explosive issue
Little sharing of information
Outspoken people are more quiet than usual No plan is made to implement a solution
Escalation or Avoidance?
Cardi B, Instagram
“The other night I was part of something so
mortifying and so humiliating to go through in
front of a bunch upper echelon… people who
have their life together…I was in a Gaultier
gown — off the motherf—ing runway — and I
could not believe how humiliated it all felt…I
just want people to know that Onika Tanya
Maraj has never, will never… speak ill on
anyone’s child. I am not a clown. That’s clown
s—.”
Nicki Minaj, People
Rigidity
■ Tendency to enact the same conflict repeatedly
■ Requires alternative responses to overcome inflexibility
Phase 2: Integration
■ Conflict focus transitions from difference to negotiation and
cooperation
■ Conditions
– Parties acknowledge differences as legitimate
– The “standoff” – Neither party is willing to give in completely to the
other side
– Parties are rea.
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Conflict can arise from scarce resources, differing goals or perceptions between two or more interdependent parties. There are various types of conflict including interpersonal, intergroup and organizational. The conflict process typically involves a latent conflict developing into a perceived, felt and manifest conflict before being resolved through various strategies. Effective conflict management involves understanding different perspectives, open communication and finding a mutually agreeable solution. Negotiation is also used to resolve conflicts through compromise or addressing each party's concerns to develop consensus.
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The document discusses different types and aspects of conflict. It defines conflict as a mismatch of ideas or perceptions between two or more groups. There are two main types of conflict: functional/constructive conflict and dysfunctional/destructive conflict. Views of conflict have transitioned from seeing it as purely harmful to recognizing that some level of conflict is natural and can even improve group performance when managed properly. The document outlines the conflict process and various factors that can lead to conflict, such as personality differences, resource scarcity, and ambiguity. It also describes five approaches to handling conflict: competing, collaborating, avoiding, accommodating, and compromising.
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The document provides an overview of negotiation strategies and techniques. It discusses different approaches to negotiation including competitive, cooperative, and collaborative strategies. It also outlines skills needed for negotiation like planning, flexibility, teamwork, managing concessions, observing ethics, and assessing outcomes. The document provides examples of phrases to use during negotiation and guidelines for effective negotiation practices at the starting, during, and closing stages.
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COM3621 CONFLICT MANAGEMENTSeptember 11, 2018Cl.docx
COM3621:
CONFLICT MANAGEMENT
September 11, 2018
Class Agenda
■ Productive and Destructive Conflict
■ Phases of Conflict:
– Differentiation
– Integration
Productive & Destructive
Conflict Interaction
■ Coser (1956)
■ Realistic conflicts
– Focuses on resolving underlying incompatibilities
– Rely on negotiation, persuasion
– Conflict is a means to an end
■ Nonrealistic conflicts
– Focuses on defeating or hurting the other party
– Rely on aggression, coercion
– Conflict is an end in itself
Productive & Destructive
Conflict Interaction
■ Productive conflicts depend on flexibility
– Participants engage in a variety of behaviors
■ Destructive conflicts are premised on the belief that one
side must win and one side must lose
Phase 1: Differentiation
■ “The pattern of interaction that sharply distinguishes
opposing positions” (Putnam, 2010)
■ Parties become aware of how goals and perceptions differ
■ Benefits: Understanding, Acceptance, Motivation
■ Requires acknowledgement of incompatibilities
■ Common responses: Escalation, Avoidance, and Rigidity
Escalation
■ Occurs when conflict is highly personalized and directed
away from the underlying issue
■ Causes emotional intensity increases over time
Symptoms of Escalation
Issue takes longer than anticipated to confront The same argument is offered repeatedly
Threats are used to “win” arguments Tension is present and felt
Name calling and personal arguments Sarcasm or humor is used as release
Heated disagreements about trivial issues Parties overinflate consequences of not
reaching an agreement
Avoidance
■ Refusal to acknowledge a conflict
– “Don’t Talk About It” conflict
■ Can lead to acceptance of an unsatisfactory solution
Symptoms of Avoidance
Decrease in commitment to solve conflict Quick acceptance of suggested solution
Parties stop themselves from discussing
controversial aspects of conflict
Tuning out of an interaction
Discussion centers on safe aspect of a more
explosive issue
Little sharing of information
Outspoken people are more quiet than usual No plan is made to implement a solution
Escalation or Avoidance?
Cardi B, Instagram
“The other night I was part of something so
mortifying and so humiliating to go through in
front of a bunch upper echelon… people who
have their life together…I was in a Gaultier
gown — off the motherf—ing runway — and I
could not believe how humiliated it all felt…I
just want people to know that Onika Tanya
Maraj has never, will never… speak ill on
anyone’s child. I am not a clown. That’s clown
s—.”
Nicki Minaj, People
Rigidity
■ Tendency to enact the same conflict repeatedly
■ Requires alternative responses to overcome inflexibility
Phase 2: Integration
■ Conflict focus transitions from difference to negotiation and
cooperation
■ Conditions
– Parties acknowledge differences as legitimate
– The “standoff” – Neither party is willing to give in completely to the
other side
– Parties are rea.
COM3621 CONFLICT MANAGEMENTSeptember 11, 2018Cl.docx
COM3621:
CONFLICT MANAGEMENT
September 11, 2018
Class Agenda
■ Productive and Destructive Conflict
■ Phases of Conflict:
– Differentiation
– Integration
Productive & Destructive
Conflict Interaction
■ Coser (1956)
■ Realistic conflicts
– Focuses on resolving underlying incompatibilities
– Rely on negotiation, persuasion
– Conflict is a means to an end
■ Nonrealistic conflicts
– Focuses on defeating or hurting the other party
– Rely on aggression, coercion
– Conflict is an end in itself
Productive & Destructive
Conflict Interaction
■ Productive conflicts depend on flexibility
– Participants engage in a variety of behaviors
■ Destructive conflicts are premised on the belief that one
side must win and one side must lose
Phase 1: Differentiation
■ “The pattern of interaction that sharply distinguishes
opposing positions” (Putnam, 2010)
■ Parties become aware of how goals and perceptions differ
■ Benefits: Understanding, Acceptance, Motivation
■ Requires acknowledgement of incompatibilities
■ Common responses: Escalation, Avoidance, and Rigidity
Escalation
■ Occurs when conflict is highly personalized and directed
away from the underlying issue
■ Causes emotional intensity increases over time
Symptoms of Escalation
Issue takes longer than anticipated to confront The same argument is offered repeatedly
Threats are used to “win” arguments Tension is present and felt
Name calling and personal arguments Sarcasm or humor is used as release
Heated disagreements about trivial issues Parties overinflate consequences of not
reaching an agreement
Avoidance
■ Refusal to acknowledge a conflict
– “Don’t Talk About It” conflict
■ Can lead to acceptance of an unsatisfactory solution
Symptoms of Avoidance
Decrease in commitment to solve conflict Quick acceptance of suggested solution
Parties stop themselves from discussing
controversial aspects of conflict
Tuning out of an interaction
Discussion centers on safe aspect of a more
explosive issue
Little sharing of information
Outspoken people are more quiet than usual No plan is made to implement a solution
Escalation or Avoidance?
Cardi B, Instagram
“The other night I was part of something so
mortifying and so humiliating to go through in
front of a bunch upper echelon… people who
have their life together…I was in a Gaultier
gown — off the motherf—ing runway — and I
could not believe how humiliated it all felt…I
just want people to know that Onika Tanya
Maraj has never, will never… speak ill on
anyone’s child. I am not a clown. That’s clown
s—.”
Nicki Minaj, People
Rigidity
■ Tendency to enact the same conflict repeatedly
■ Requires alternative responses to overcome inflexibility
Phase 2: Integration
■ Conflict focus transitions from difference to negotiation and
cooperation
■ Conditions
– Parties acknowledge differences as legitimate
– The “standoff” – Neither party is willing to give in completely to the
other side
– Parties are rea.
Smith Kearns Mediation
Mediation is a voluntary process in which parties make decisions together based on understanding each other's views and the reality of their situation, with the help of a neutral mediator. The mediator's role is to help the parties negotiate an agreement better than their alternatives through developing understanding, allowing parties to own the dispute, and exploring reasons for conflict in a constructive environment. The stages of mediation include contracting to establish roles and rules, defining the problem by understanding each view, working through conflict by clarifying needs and developing options, and evaluating and choosing options.
Negotiating
This document discusses negotiating and defines key concepts. It begins by defining negotiation as a process where parties discuss to reach agreement, with each having their own interests. Business negotiations often involve influencing another party's decision or contract signing. The document then defines negotiation and outlines four principles of best practice: preparation, relationship building, open communication, and problem-solving. It distinguishes between distributive and integrative negotiation, noting distributive involves a zero-sum approach while integrative seeks mutual benefits. The document concludes by outlining the roles and responsibilities of negotiators in resolving disputes and satisfying interests.
Conflict management
Conflict can arise from scarce resources, differing goals or perceptions between two or more interdependent parties. There are various types of conflict including interpersonal, intergroup and organizational. The conflict process typically involves a latent conflict developing into a perceived, felt and manifest conflict before being resolved through various strategies. Effective conflict management involves understanding different perspectives, open communication and finding a mutually agreeable solution. Negotiation is also used to resolve conflicts through compromise or addressing each party's concerns to develop consensus.
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Conflict is inevitable in organizations due to differences in values, goals, and opinions between individuals. There are various types and causes of conflict, including interpersonal, intrapersonal, and organizational conflict. Conflict can have both positive and negative outcomes for organizations. While conflict itself is not problematic, poor conflict management can lead to issues like stress, absenteeism, and decreased productivity. There are multiple approaches to managing conflict, such as avoiding, accommodating, competing, compromising, and collaborating, with collaboration seen as the most effective approach. Proper conflict management aims to limit negative aspects of conflict and increase positive outcomes through open communication and finding mutually agreeable solutions.
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This document discusses conflict management styles and how understanding them is important for resolving issues that arise when interacting with others. There are five main styles: accommodating, avoiding, collaborating, competing, and compromising. Accommodating means giving in to keep peace, while avoiding means not addressing conflicts. Collaborating involves finding win-win solutions through compromise and understanding different perspectives. Competing is a win-lose approach where one person's concerns are pursued at the expense of others. Compromising seeks fast, partially satisfying solutions. No single style is best - the situation determines the most effective approach. Knowing one's own style and fully understanding each conflict helps decide the best response.
Conflict Management
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- 3. - Both parties are placed in a situation of compromise ■ Agreement based on consensus or mutally agreed ■ Make adjustments as to meet halfway ■ Voluntariness ■ perceived coercion or non- coercion WIN-WIN RESOLUTION PROCESS
- 4. ● Coercive mode – proceed upon conflict resolution to avoid greater threat ● Non-coercive mode – rest upon the parties’ freedom (voluntary will) WIN-WIN RESOLUTION PROCESS
- 6. - Only one party has the advantage over the other - conflict may be settled at a certain point in time - Either coercive or non-coercive mode IN-LOSE RESOLUTION PROCES
- 7. ● Non-coercive mode – one party accedes to the other because of dominace-dependency relation (feeling of security and comfort ● Coercive mode – utilizing certain standards ex: Decisions in the courts of law WIN-WIN RESOLUTION PROCESS
- 8. Win-win O TYPES OF CONFLICT RESOLUTI Win- Lose Non- coercive coercive Parties reluctantly arrive at some agreement Parties arrive at an agreement voluntarily Use of power or authority Dominance- dependency relation
- 9. USEFUL GUIDELINES IN SEEKING WIN-WIN SOLUTION 3
- 10. Define everyone’s needs * Identify parties’ needs * crucial step * set goals of negotiations * devise strategies
- 11. Try to meet everyone’s needs * Efforts to satisfy these needs * Most important yet difficult task
- 12. Support Other People’s Values as well as your own * Show concern for the opposing party’s goals, aspirations and values * cooperation
- 13. Try to be objective, and separate the problem from personality *be hard on the issues but soft on the person *conflict settlement becomes possible when good rapport is observe
- 14. Concentrate on fairness and not on pressure * Pressure may bring about discontentment among parties * vitiates the voluntary will
- 15. Look for Creative Solutions * Not all solutions are considered creative * Must be the product of consensus with each party “somewhere there is something for anything”
- 17. *parties have to show assertiveness and cooperation *collaborating mode – both parties are willing to settle differences based on their own free will *only achieve when both are high
- 18. *Assertiveness (high) + cooperation (low) = competitive *Assertiveness (low) + cooperation (high) = accommodating
- 20. Clarify the problem Generate and evaluate a number of possible solution Cooperate Implement the plans Evaluate the adopted plan