Management
AISE Conflict 3803
Objectives
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Define conflict in group settings. Determine the sources of conflict. Identify the causes of conflict. Discuss conflict management strategies and potential outcomes.
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Functional consequences. Dysfunctional consequences.
What Is Conflict?
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Three elements:
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Conflict Situations:
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Interdependence Interaction Incompatible Goals
Interpersonal Intergroup Interorganizational (Barge, 1994)
Understanding Conflict*
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Stage Frustration Conceptualization Behavior Outcome
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Individual Thought or Action Blocked from satisfying goals Determine the problem Behavior is based on beliefs The conflict is resolved in one of three ways: win/lose, lose/lose, or win/win
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*(Owens,
1981)
Conflict Management*
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Constructive Conflict Growth occurs Problems are resolved Unifies a group Enhances productivity Increases commitment
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Destructive Conflict Leads to negativism Diminished resolutions Group division Decreases productivity Lessens satisfaction
*(Bennis,
1989)
Misconceptions About Conflict*
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Harmony is normal and conflict is abnormal. Conflicts and disagreements are the same. Conflict is the result of personality problems. Conflict and anger are the same thing.
*(Smith
& Andrews, 1989)
Warning Signs!
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Ambiguous jurisdictions. Conflict of interest. Communication barriers. Over-dependency of one party. Differentiation in organization. Association of the parties. Need for consensus. Behavior regulations. Unresolved prior conflicts.
Conflict
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The process of seeking to monopolize rewards by eliminating or weakening the competition. A struggle, mutual opposition, or antagonism. A clash between contradictory impulses within an individual.
Sources of Conflict
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Individual Group Organization Society
Causes of Conflict
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Value differences Role pressures Perceptual differences Different goals Status threats Personality clashes
Conflict Manifestation
Step Step Step Step 1: 2: 3: 4: Frustration Conceptualization of cause Behavior - directed at the cause Outcome - result of the behavior
Defensive Coping
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Assumes that the problem is caused by the other person. Develops a private diagnosis and solution. Tries to get other person to change by using logic, indirect influence, or critique. If other person resists, that confirms #1. Responds to resistance through intensifying pressure, protecting, or rejecting the other person. If efforts are unsuccessful, its the other persons fault.
Going Beyond Defensive Coping
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Begin with communication Focus on active listening techniques Separate the problem from the person Use I statements
Phases of Conflict Management*
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Collect data: know the cause and remain objective. Probe: ask open-ended questions and listen actively. Save face: work toward a win/win result. Common interests: redefine the conflict. Reinforce: give support to common ideas. Negotiate: suggest partial solutions or compromises. Solidify adjustments: review agreements/resolutions.
*(Johnson
& Johnson, 1994)
How Do You Cope With Conflict?
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Five strategies exist for coping with conflict*
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Avoidance Competition Accommodation Compromise Collaboration
*(Johnson
& Johnson, 1994)
Five Modes for Handling Conflict
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Avoidance: steering clear of and denying the existence of the conflict and disagreement. Accommodate: letting the other person decide totally what the resolve is to be. Compete: aggressively pursuing ways to win from my own perspective. Compromise: looking after both parties interests. Collaborate: assertively looking after my interests but equally concerned with the interests of the other person.
Coping With Conflict
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Avoidance.
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Most preferred strategy during initial stages. Individuals fail to address the conflict.
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Nothing to lose. Lack of time. Inappropriate time or place. Individuals are angry. Emotional involvement.
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Postponing a resolution hinders group progress.
Coping With Conflict
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Competition.
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A power-oriented strategy. One party pursues his/her own concerns.
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Results in one winner and one loser. Usually based on limited resources. The resolution decreases cooperation within the group.
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Competition should be based on whether winning the conflict is beneficial to individuals or the group.
Coping With Conflict
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Accommodation.
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A strategy for resolving immediate needs. Contains an element of self-sacrifice.
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The issue is more important the to other party. You discover that you were wrong. Preserving harmony is important.
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Accommodation emphasizes common interests and deemphasizes differences in the group.
Coping With Conflict
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Compromise.
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A strategy for finding an expedient solution. Resolution is mutually acceptable for all parties.
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A temporary settlement for complex issues. Group goals outweigh assertive strategies. Individuals of equal status are equally committed.
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Compromise works towards partially satisfying both parties, but each party must honor the resolution for continued satisfaction.
Coping With Conflict
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Collaboration.
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A strategy that fully satisfies both parties. Encourages teamwork and cooperation.
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There must be a high level of trust. A need to gain commitment from others. A need to work through hard feelings.
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The best decisions are made with collaboration, given the presence of trust, respect, and communication among group members.
Three Assumptions in Disagreement
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Lose-Lose: everyone loses when people try to work out their disagreements. Win-Lose: someone wins and someone loses; the best that can be hoped for in disagreements. Win-Win: everyone can win.
Outcome of Conflict
Modes of Handling Conflict
High ASSERTIVENESS Compete Collaborate
Compromise
Avoid Low
Accommodate COOPERATIVENESS High
Modes of Handling Conflict
High ASSERTIVENESS
Integrative
Distributive COOPERATIVENESS High
Low
Dysfunctional Consequences
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When it keeps people from getting work done. When it threatens the relationship; destroys confidence and trust. When it becomes personal; feelings are hurt. When it dictates conformity; people are forced to a decision.
Functional Consequences
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When it increases the involvement of people. When it leads to growth. When relationships are clearly defined. When it provides an outlet for stress, anxiety, frustration, anger. When it leads to cohesion within the group.
Environment for Conflict Management
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Both parties work toward accepting the stated goals of the other. Both parties work toward a solution that is acceptable.
Role of the Mediator
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Preliminary Interviewing: interview parties individually prior to formal confrontation. Structure Context: keep meeting location neutral. Facilitate Dialogue: often the third person is the only objective person involved.
Wilsons Method of Conflict Management
1. Evaluate intrapersonally: know and understand the conflict. 2. Define interpersonally: share feelings and perceptions publicly. 3. Identify shared goals: this may mean developing some ideas about both parties would like to have as a result. 4. Generate possible resolutions: develop a list of all possible ways the differences ...