© 2001 Wadsworth, a division of Thomson Learning, Inc 1 Conflict Defined Cold Conflict...
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Transcript of © 2001 Wadsworth, a division of Thomson Learning, Inc 1 Conflict Defined Cold Conflict...
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Conflict Defined
• Cold Conflict– functional
– little to no emotion
– builds consensus
– enhances relationships
• Hot Conflict– dysfunctional
– much emotion
– destroys relationships
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Factors Influencing Hot Conflict
• Attitudes• Control imbalance• Outcome importance• Perceptions of:
– interdependence
– different goals
– being kept from goals
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© 2001 Wadsworth, a division of Thomson Learning, Inc
The Conflict Process
• Analysis• Frustration• Conceptualization• Behavior• Other’s reactions• Outcome
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Consequences of Conflict
• Decreased productivity• Low morale• Absenteeism• Stress• Turnover• Law suits• Violence
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Types of Conflict
• Interpersonal
• Individual - Group
• Group - Group
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Sources of ConflictHidden
• Fear• Embarrassment• Distrust• Hurt• Anger• Uncertainty
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Sources of ConflictSurface
• Interdependence• Jurisdictional Ambiguity• Communication• Culture and Value• Difficult Personalities
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Types of Difficult People• Aggressive
– Tank
– Grenade
– Sniper
– Know-it-all
– “No” person
– Whiner
• Passive– “Yes” person
– Bump-on-a-log
– ‘Round-to-it
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Angry Customers
• Aggressive Behaviors– Warriors
– Unloaders
– Child
– Blamer
– Gunny Sacker
• Passive Behaviors– Survivalists
– Guiltmakers
– Pretenders
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Handling Diversity Disputes
• Increase scope of diagnoses
• Validate the other groups’ culture and viewpoint
• Encourage workplace diversity
• Identify power and control imbalances and redistribute where appropriate
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Individual Differences in Dealing with Conflict
• Personality traits versus learned behavior
• Relationship of disputing parties
• Gender differences• Past conflict experiences• Conflict response style
Conflict Response StylesThe Sage
• Problem-solver
• Win/Win orientation
• Cooperative problem solving
• Emphasis on preserving relationship and meeting own goals as well as that of others
Conflict Response StylesThe Diplomat
• Goal-oriented
• Compromising orientation
- provide evidence
- persuasion
• Emphases on relationship and each other’s goals
Conflict Response StylesThe Ostrich
• Avoidance
• Withdrawal orientation
- quit
- complaining to others
• Over-emphasis is on preserving relationship
Conflict Response StylesThe Philanthropist
• Accommodating
- smoothing and
conciliation
• High concern for satisfying needs of others
Conflict Response StylesThe Warrior
• Win/Lose orientation
- winning at all costs
• Potential problem creator
• Focus on own goals
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Conflict Management StagesStage 1: Analysis
• Determine best strategy to use– Dictation
– Arbitration
– Mediation
– Negotiation
• Identify all sources of conflict
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Conflict Management StagesStage 1: Analysis
• Dictation is best when:– parties are irrational
– no trust exists
– too angry to be realistic
– have mental health issues
– alcohol or drugs are involved
– when violent behavior is potential
– parties have poor communication skills
– there are time constraints
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Conflict Management StagesStage 1: Analysis
• Mediation and negotiation are best when:– parties are rational
– parties want to work out a solution together
– some trust still exists
– there are no time constraints
• Arbitration– same as mediation but use when
parties get stuck during mediation
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Ury Negotiation Model
• Don’t react• Don’t argue• Don’t reject• Don’t push• Minimize escalation
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Conflict Management Stages
• Stage 2: Confrontation– Story telling
• Stage 3: Resolution– Problem and sources have
been identified
– Alternative resolutions are brainstormed
– Mutually agreeable solution chosen
– Agreement to monitor changes in the future
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Summary of ConflictManagement Stages
• Stage 1: Analysis– Decide strategy
• dictation
• arbitration
• mediation/negotiation
– Identify all conflict sources
• Stage 2: Confrontation– Storytelling
• Stage 3: Resolution– Brainstorm solutions
– Choose solution
– Agree to monitor/change
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Managing Workplace ConflictInterpersonal Communication
Techniques• Active listening• Reflecting• Empathy• Questioning • Highlight common goals• Creating trust• Inquiring silence
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Managing Workplace ConflictActive Listening Means
Using nonverbal gestures to let employees
know their concerns are being heard.– eye contact– head nodding
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Managing Workplace ConflictReflecting Means
Seeking clarification through paraphrasing of what each individual has said.
– Open-ended vs. closed-ended questions
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Managing Workplace ConflictCommunication Reminders
• Use “I” rather than “you”
• Focus on behaviors, not personality
• Give clear and specific examples
• Explain impact of inappropriate behaviors on others
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Dealing with Difficult People
• Direct Intervention– address behavior
– explain impact of behavior on
others
• Indirect Intervention– positive feedback when appropriate
behavior is used
• Direct Coping– separate difficult employee from
others
• Indirect Coping– provide training to others on dealing
with difficult personality
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Effectiveness of TechniquesDepends on:
• Disputing parties’ communication skills• Conflict perspective• Power distribution• Personal accountability
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Preventing Workplace Conflict
• Well-written job descriptions
• Unambiguous policies
• Clarification of roles and expectations
• Training on new policies
• Conflict management training
• For teams, clarification of levels of authority
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Managing Workplace ConflictSteps for Mediation
Step 1: Stabilize the setting– greet parties– use interpersonal communication techniques– confirm neutrality
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Managing Workplace ConflictSteps for Mediation
Step 2: Help disputants communicate• both parties tell their side without interruption• clarify unclear issues• summarize main problems• focus on areas of agreement• prioritize what needs to be settled
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Managing Workplace ConflictSteps for Mediation
Step 3: Help parties negotiate• seek cooperation
• help them explore alternative solutions
• allow venting but no accusations
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© 2001 Wadsworth, a division of Thomson Learning, Inc
Managing Workplace ConflictSteps for Mediation
Step 4: Clarify their agreement• summarize the agreement terms
• state each parties’ role in implementing the agreement (who does what, when, where, how)
• explain follow-up process