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Managing Conflict

Managing Conflict. Seth Caron Emily Rodgers. Conflict is Normal. Normal part of a teams process Healthy “Defensive avoidance” Conflict during team stages. Sources of Conflict. Determine the source Hidden conflicts Organizational, social, personal. Sources of Conflict. Healthy

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Managing Conflict

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  1. Managing Conflict Seth Caron Emily Rodgers

  2. Conflict is Normal • Normal part of a teams process • Healthy • “Defensive avoidance” • Conflict during team stages

  3. Sources of Conflict • Determine the source • Hidden conflicts • Organizational, social, personal

  4. Sources of Conflict • Healthy • Focus on task issues • Legitimate difference of opinion • Differences in values and perspectives • Different expectations about the impact of decisions • Unhealthy • Competition over power, rewards, and resources • Conflict between individual and group goals • Poorly run team meetings • Personal grudges • Faulty communication

  5. Impact of Conflict • Positive • New approaches, motivates, encourages new ideas • Stimulates team creativity • Negative • Negative emotions, stress • Diverts attention from tasks and goals • Destroys team cohesion • Integral part of the team process

  6. Impact of Conflict • How does the team resolve the conflict? • Cooperative manner • One side dominate

  7. Conflict in Work Teams • Routine task • Non-routine task • Task and relationship conflicts • Trust

  8. Conflict Resolution Approaches • Two dimensions • Distribution (assertive) • Integration (cooperative)

  9. Five Approaches to Conflict Resolution • Avoidance- ignore the issue • Accommodation- give up your position • Confrontation- acting aggressive to win • Compromise- balance goals of everyone • Collaboration- solution that satisfies everyone

  10. Negotiation • Exchange of offers and counteroffers to achieve a mutual agreement • Win-Win • Win-Lose • Stand Tough • GRIT (Graduated and Reciprocal Initiative in Tension Reduction)

  11. Mediation and Arbitration

  12. Mediators A buffer between both sides, reorient the situation to a win-win from a win-lose

  13. Arbitration Can impose a SOLUTION!

  14. Managing Team Conflict “If members on one side trust members on the other side, and believe everyone wants a fair solution, they are better able to negotiate a solution”

  15. Structure for Negotiating Team Conflict • Separate the people from the problem. • Focus on the shared interest of all parties. • Develop many options that can be used to solve the problem. • Evaluate the options using objective criteria. • Try again.

  16. “Conflicts that are healthy for a team come from disagreements on how to address task issues; conflicts that are unhealthy originate from organizational, social, or personal issues.”

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