THREE VIEWS OF CONFLICT

1. THREE VIEWS OF CONFLICT TRADITIONAL VIEW Conflict is dysfunctional, destructive and irrational Usually caused by poor communication, a lack of trust, or a failure to be responsible to the needs of others. STAMP IT OUT! “HUMAN RELATIONS” VIEW Conflict is natural in groups and organizations It may even be beneficial on occasion. Learn to live with it. TOLERATE IT! INTERACTIONIST VIEW Without conflict, we become static and non-responsive Conflict keeps us viable and creative, but there are two kinds of conflict: FUNCTIONAL and DYSFUNCTIONAL. Functional conflict improves long-term group performance. ENCOURAGE IT!

2. SOURCES OF CONFLICT COMMUNICATION BARRIERS Semantic difficulties Misunderstandings Noise INCOMPATIBLE GOALS Departmental specialization Long v. short-term objectives SCARCE RESOURCES Money, information, supplies Equipment and building space PERSONAL VARIABLES Personality Differing value systems JURISDICTIONAL AMBIGUITIES Task responsibility and authority Role ambiguity and role conflicts POWER AND STATUS DIFFERENCES UNRESOLVED PRIOR CONFLICTS

3. ROLE AMBIGUITY UNCLEAR PERFORMANCE OBJECTIVES CONFUSING INFORMATION ABOUT EXPECTED JOB BEHAVIORS UNCERTAINTY ABOUT CONSEQUENCES OF JOB BEHAVIORS ROLE CONFLICTS INTRASENDER The messages from a single sender conflict INTERSENDER Different role sender messages from multiple senders are received, but the messages are incompatible INTERROLE When the roles to be played conflict PERSON-ROLE When my personal attitudes or values conflict with my role expectations

4. CONFLICT INTENSITY CONTINUUM • MINOR DISAGREEMENTS, MISUNDERSTANDINGS • OVERT QUESTIONING OR CHALLENGING OTHERS • ASSERTIVE VERBAL ATTACKS • THREATS AND ULTIMATUMS • AGGRESSIVE PHYSICAL ATTACKS • OVERT EFFORTS TO DESTROY THE OTHER PARTY AT WHAT POINT DOES THE CONFLICT BECOME DYSFUNCTIONAL? HOW DO WE “DEFUSE” DYSFUNCTIONAL CONFLICT?

5. CONFLICT STIMULATION TECHNIQUES(SOME CONFLICT IS GOOD!) INCREASE COMPETITION AMONG INDIVIDUALS AND TEAMS Contests and incentives based on performance…we know the rules! COMMUNICATE WITH LESS PRECISION Send ambiguous messages and give very general instructions which will be open to differing interpretations of what to do, etc. HIRE OR BRING IN OUTSIDERS Add people who differ regarding their backgrounds, values and attitudes (increase heterogeneity)…we need some new ideas! RESTRUCTURE THE ORGANIZATION…MAKE CHANGES Realign work groups, alter the rules, etc…shake the place up! ENCOURAGE DISSENT…APPOINT A DEVIL’S ADVOCATE Sensitize the members that it’s ok to disagree or raise concerns. Designate a critic to purposely argue against the majority position.

6. CONTROLLING CONFLICT(LEARNING HOW TO LIVE WITH CONFLICT) EXPAND THE RESOURCE BASE Can we find more resources so we don’t have to fight over them? Find ways to increase budgets, provide more space, etc. SET SUPERORDINATE GOALS Focus attention on higher-level objectives…the corporate goals that cannot be attained without cooperation. IMPROVE THE COORDINATION OF INTERDEPENDENCIES Develop better coordination and communication channels to bridge the gap between interdependent departments and groups. Consider liaison roles, task forces, and other integrating mechanisms. MATCH PERSONALITIES & WORK HABITS OF EMPLOYEES Don’t make incompatible personalities work together continuously. Consider a transfer for one or both of them to other units.

7. RESOLVING AND ELIMINATING CONFLICT(CONFLICT IS BAD…GET RID OF IT) AVOIDANCE OF CONFLICT If I ignore it…maybe it will die down and go away! Separate the parties involved…give them time to cool off. COMPROMISE If our goals are incompatible, we must bargain with each other to resolve the conflict. Each party gives something up to reach an agreement (a “lose-lose” situation). CONFRONT THE CONFLICT AND RESOLVE IT Sit down and discuss the issues face-to-face in a mature fashion. Search for a “win-win” solution, or agree on how the conflict will be resolved (superior decision, arbitration, alternative dispute resolution, etc).

8. CONFLICT RESOLUTION TECHNIQUES AVOIDANCE Withdraw from or suppress conflict SMOOTH OVER Play down differences, emphasize common interests COMPROMISE Each party gives something up AUTHORITATIVE COMMAND Top management mandates a solution ALTER STRUCTURAL VARIABLES Redesign jobs, reassign tasks and personnel TRAINING TO CHANGE ATTITUDES & BEHAVIORS Raising sensitivity, learning to negotiate, etc. PROBLEM-SOLVING MEETINGS Face-to-face discussions to find a “win-win” solution FOCUS ON SUPERORDINATE GOALS A corporate goal that cannot be attained without cooperation EXPAND SCARCE RESOURCES Find ways to increase budgets, provide more space, etc.

9. CONFLICT-HANDLING STYLES GRIDTHOMAS (76) ASSERTIVE --------------------------------------------------------- COMPETITIVE COLLABORATIVE SATISFY OWN CONCERNSCOMPROMISING AVOIDANT ACCOMMODATIVE UNASSERTIVE --------------------------------------------------------- UNCOOPERATIVE COOPERATIVE SATISFY THE CONCERNS OF OTHERS Is this a DISTRIBUTIVE (Zero-sum) game -- “How shall we split the pie?” Or, is this an INTEGRATIVE (Proactive) game -- “How to create a larger pie?”

10. THOMAS’ CONFLICT RESOLUTION STRATEGIES - 1 AVOIDANT NON-ATTENTION PHYSICAL SEPARATION LIMIT INTERACTION Let people cool down and regain perspective Issue is trivial, more important issues are pressing Potential disruptions outweigh the benefits of resolution There is no chance for you to satisfy your concerns When others can resolve the conflict more effectively ACCOMMODATIVE APPEASEMENT – GIVE AN “OLIVE BRANCH” SMOOTH OVER DIFFERENCES “CAVE IN” When harmony and stability are quite important When the goals pursued are not critical to us To build social credits (idiosyncratic) for later issues When you find you were wrong, or to show you’re reasonable To satisfy others and maintain their cooperation

11. THOMAS’ CONFLICT RESOLUTION STRATEGIES - 2 COMPETITIVE USE OF FORCE, POWER AUTHORITATIVE COMMANDS ALLIES, DOMINANT COALITIONS When the goals pursued are incompatible with others’ goals When important, yet unpopular actions must be taken On issues where there can be no compromise, and time is critical When we think we’re “in the right” Against those who have taken unfair advantage in the past COMPROMISING BARGAINING MEDIATION ARBITRATION When opponents with equal power have mutually exclusive goals To arrive at expedient solutions under time pressure To achieve temporary settlements to complex issues As a backup (“Plan B”) when competitive and collaborative attempts fail When goals are not worth the disruption of assertive approaches

12. THOMAS’ CONFLICT RESOLUTION STRATEGIES - 3 COLLABORATIVE PROBLEM-SOLVING MEETINGS CONFRONTATION AND HONEST COMMUNICATION SEARCH FOR SUPERORDINATE GOALS EXPAND SCARCE RESOURCES When both sets of concerns are too important to be compromised When the goals of both parties differ, but are potentially compatible When interaction and cooperation are very important for goal attainment To work through feelings that have interfered with a relationship

13. DIAGNOSING YOUR CONFLICT SITUATION WHAT IS IT YOU WANT OR NEED? Precisely state your objectives WHAT DOES THE OTHER PARTY WANT OR NEED Have them clearly reveal their most basic objective WHAT IS IT THAT YOU DISAGREE OVER? Facts? ..Criteria? ..Priorities? ..Processes? ..Objectives to be pursued? ..Methods of achievement? WHAT COULD YOU LOSE IF THE CONFLICT CONTINUES? WHAT OTHER COMMON OBJECTIVES DO YOU AND THE OTHER PARTY SHARE? MUST YOU HAVE COOPERATION AND HELP FROM THIS PARTY IN ORDER TO ACHIEVE YOUR GOALS?

14. NEGOTIATION STEPS IN THE NEGOTIATION PROCESS PREPARATION & PLANNING DEFINITION OF GROUND RULES CLARIFICATION & JUSTIFICATION BARGAINING & PROBLEM-SOLVING CLOSURE & IMPLEMENTATION ISSUES IN NEGOTIATION Do personality traits affect negotiations? NO Are there gender differences in negotiations? NO & YES WOMEN ARE NOT MORE COOPERATIVE AND PLEASANT TO NEGOTIATE WITH, BUT MEN DO NEGOTIATE SLIGHTLY BETTER OUTCOMES THAN WOMEN. Does one’s cultural background affect the negotiation process? YES AMERICANS PRAISE OTHERS BEFORE THEY CRITICIZE GIVE SMALL CONCESSIONS TALK ABOUT BOTH BUSINESS AND PERSONAL THINGS WANT TO BE LIKED WANT TO GET THE DEAL DONE AS SOON AS POSSIBLE. FRENCH LIKE CONFLICT, SEE THE PRAISE AS MANIPULATIVE THEY DRAW OUT THE NEGOTIATIONS DON’T SEEM TO CARE WHETHER THEY ARE LIKED ISRAELIS AND BRITISH THINK AMERICANS CHATTER TOO MUCH ABOUT SMALL TALK INDIANS FEEL THE AMERICANS AREN’T PAYING ATTENTION BECAUSE THEY DON’T INTERRUPTTHE DISCUSSIONS REGULARLY FOR CLARIFICATION. ASIANS AND ARABS NEGOTIATE “BUSINESS” AFTER A PERSONAL RELATIONSHIP HAS BEEN FORMED, AND USUALLY RECIPROCATE WITH CONCESSIONS, BUT THE RUSSIANS NEVER DO.

15. GROUND RULES FOR CONFRONTATION • Review and clarify the issues and facts • Begin with a positive overture • Communicate freely, don’t hold back grievances • Address problems, not personalities • Don’t attack things that are irrelevant • Keep focused on specifics – don’t argue aimlessly • Don’t use inflammatory rhetoric • Make sure all participants say all they want to say