The Nature of Conflict

1. The Nature of Conflict

2. Performance Competencies After you have finished reading this chapter, you will be able to: • Describe the general nature of conflict • Describe the costs of unresolved conflicts in organizations and among individuals • Articulate a definition of conflict • Differentiate between positional and interest-based approaches to addressing conflict

3. How Does Conflict Affect Us? • The win/lose paradigm of conflict is pervasive in our culture, as evidenced by: • Global Conflict • Politics • Depictions in TV, movies, games, other media • Lawsuits • Neighbor disputes • Employment disputes • Uncivil discourse • Social Media • Strained relationships

4. Is Conflict Bad? • These responses, though appropriate under some circumstances, are often not wholly constructive in resolving conflict: • Avoidance – generally out of fear • Accommodation – conceding often at the sacrifice our own interests • Competition – often at the cost of maintaining positive relationships • Compromise – we win some, but also lose some

5. A Better Response: Collaboration • Collaboration encourages a focus on both: • Achieving the best outcome for both parties; and • Supporting the on-going relationship between the parties

6. Is Conflict Bad? • We often fail to engage in collaborative approaches because of our perception that achieving both positive outcomes and supporting relationships is possible • Change this perception and we change our outlook about what may be achieved • Conflict is neither good nor bad; instead, conflict can offer opportunities for change and positive outcomes

7. A Deeper Look at Conflict • Conflict involves • Interdependent parties – we are often in conflict because one party needs something from the other • Incompatible interests – perception that one party’s wants, needs, values and goals cannot be met except by exclusion of other party’ s interests • Competition – perceive conflict as win-lose proposition

8. The Solution: Communicate! • If parties dig deeper into why they are in conflict, they may uncover underlying interests that have not been addressed • They may also learn that their interests are more compatible than they initially realized

9. Two Approaches to Addressing Conflict: Positional & Interest-based Positional • Parties hold firm to positions • No concern about exploring underlying interests • Typically, a contest of wills • Not effective if on-going relationship with other party matters

10. Two Approaches to Addressing Conflict: Positional & Interest-based Interest-based • Takes into consideration underlying needs, wants, values and goals of the parties • More efficient than positional approaches because it eliminates game playing • Focuses on:* • Preserving, even improving, parties’ relationship • Meeting legitimate interests of both parties • Resolving conflicting interests fairly • Durability, i.e., lasts beyond the hand shake • Taking account interests of others affected by agreement*(Based on: Fisher, Ury, Getting to Yes)

11. Challenges about Managing Conflict • Not all organizations look to their managers to address conflicts because: • Over-reliance on “professional” conflict management specialists and formal processes instead of reliance on managers “on the ground” who are equipped and empowered to resolve conflicts as they arise • Failure to adopt current management paradigms where managers must take facilitator and/or mediator roles when managing teams

12. The Good News about Managing Conflict in Today’s Organization • There is a clear need for informal, internal conflict resolution specialists who serve in such roles as part of their regular duties • The aspiring manager who demonstrates effective conflict management skills and competencies has a “leg up” for hiring and advancement opportunities • You are capable of mastering the concepts, tools and strategies to effectively manage conflict in your organization

13. Class Quiz • Describe five examples in today’s society demonstrating conflict as typically involving winners and losers • Describe the four ways individuals typically respond to conflict that are less effective and the one way that is more effective • List and describe the three components defining conflict • Compare and contrast interest-based and positional approaches to resolving conflict

14. Case: Confrontation vs. Cooperation (Class Discussion) • Overview: Joe (manager) observes conflict between Tina (customer service rep.) and Maria (customer) and must step in to restore a damaged customer relationship • Read Case and Role Profiles • Case questions: • Should Joe take a positional bargaining approach by apologizing for Tina’s rudeness and inconvenience but holding firm on the store’s policy? • Or should he seek a win/win by accepting the return, even though it goes against store policy, in exchange for restoring Maria’s goodwill and the hope of gaining repeat business? • Is there a third approach? • Which approach would you use? Why? Defend your answer