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Understanding and Resolving Conflict Mark Smallwood Brigham Young University

Understanding and Resolving Conflict Mark Smallwood Brigham Young University. Agenda. What is conflict? What is conflict’s role in business? Different views of conflict Kinds of conflict Stages of conflict resolution Methods of conflict resolution Group Exercise Review. What is Conflict?.

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Understanding and Resolving Conflict Mark Smallwood Brigham Young University

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  1. Understanding and Resolving ConflictMark SmallwoodBrigham Young University

  2. Agenda • What is conflict? • What is conflict’s role in business? • Different views of conflict • Kinds of conflict • Stages of conflict resolution • Methods of conflict resolution • Group Exercise • Review

  3. What is Conflict? A process 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.

  4. A Few Questions • Is conflict bad for business? • What kind of conflict is seen in our business? • Does this conflict help or hurt our performance?

  5. Conflicts About Conflict’s Role • Different Views • Traditional View • Human Relations View • Interactionist View

  6. Different Views • Traditional View • Conflict is bad! • Same as violence, destruction, irrationality

  7. Different Views • Human Relations View • It’s going to happen, so cope with it!

  8. Different Views • Interactionist View • Functional conflict is good for business and even encouraged • Functional vs. dysfunctional conflict

  9. Kinds of Conflict • Task Conflict • Low to moderate levels can be acceptable • Process Conflict • Low levels can be acceptable • Relationship Conflict • Almost always dysfunctional

  10. The Conflict Process • Four Stages • Potential opposition • Cognition and personalization • Behavior • Outcomes

  11. The Conflict Process • Stage 1 • Potential Opposition • Factors are present that can lead to conflict • Communication • Structure • Personal Variables

  12. The Conflict Process • Stage 2 • Cognition and Personalization • Awareness of conditions in stage 1 • The conditions cause some sort of frustration

  13. The Conflict Process • Stage 3 • Behavior • An action is done that frustrates another person’s interests • The conflict becomes known to the differing parties and to others

  14. The Conflict Process • Stage 4 • Outcomes • Functional Outcomes • Dysfunctional Outcomes

  15. Conflict Resolution • Even in the interactionist view of conflict, conflict can become dysfunctional. • At this point, someone may need to step in and help resolve the conflict.

  16. Methods for Resolving Conflict • Passive conflict resolution • Win-win • Structured problem solving • Confronting conflict • Choosing a winner • Selecting a better alternative • Preventing Conflict

  17. Methods for Resolving Conflict • Passive conflict resolution • Just ignore the conflict • Win-win • Satisfy both side’s needs

  18. Methods for Resolving Conflict • Structured problem solving • Gather data about the problem • Have a third party observer analyze the data and make an argument for one side • Mediation • Confronting conflict • Listen the problem and help the parties resolve it

  19. Methods for Resolving Conflict • Choosing a winner • Choose the winner, then deal with the negative feelings between the two parties • Selecting a better alternative • Choose an idea neither of the parties considered

  20. Methods for Resolving Conflict • Preventing conflict • “Skilled leaders use different techniques to create an environment that is relatively free of conflict…” (Foster)

  21. Shea & Gould Law Firm • “At its peak, the firm had 350 lawyers and played a leading role in New York politics, banking, real estate and sports” • Closed its doors after not being able to resolve a conflict about the firms future

  22. Let’s Try These Out! • Split up in groups of three people • Choose a conflict that could be faced in this organization • Discuss how it would be handled using each of the methods listed previously

  23. Let’s Try These Out! • Describe your conflict • What method would be best for handling your chosen situation? • Would that method be best for all situations in this organization? • What does everyone else think?

  24. Summary • Conflict can be good for a business • When it isn’t good, the conflict must be resolved • Different methods exist to resolve conflict • No one method is best for any conflict

  25. Bibliography Bacal, Robert. “Organizational Conflict - The Good, The Bad & The Ugly.” http://conflict911.com/conflictarticles/orgconflict.htm. Foster, S. Thomas. Managing Quality: An Integrative Approach. 2nd ed., Pearson Education, Inc., 2004. pp. 325-329. Geyelin, Milo,  Felsenthal, Edward. “Irreconcilable differences force Shea & Gould closure”. Wall Street Journal. (Eastern edition). New York, N.Y.: Jan 31, 1994. pg. B1. Robbins, Steven P. Essentials of Organizational Behavior. 8th ed., Pearson Education, Inc., 2005. pp. 193-201. Thomas, K.W. “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough, Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3, pp. 651-717. Thomas, K.W., and R.H. Kilmann. Thomas-Kilmann Conflict Mode Instrument. Sterling Forest, NY: Xicom, Inc., 1974.

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