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Conflict Defined

Cold Conflict functional little to no emotion builds consensus enhances relationships

Hot Conflict dysfunctional much emotion destroys relationships

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Factors Influencing Hot Conflict

Attitudes Control imbalance Outcome importance Perceptions of:

interdependence different goals being kept from goals

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The Conflict Process

Analysis Frustration Conceptualization Behavior Other’s reactions Outcome

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Consequences of Conflict

Decreased productivity Low morale Absenteeism Stress Turnover Law suits Violence

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Types of Conflict

Interpersonal

Individual - Group

Group - Group

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Sources of ConflictHidden

Fear Embarrassment Distrust Hurt Anger Uncertainty

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Sources of ConflictSurface

Interdependence Jurisdictional Ambiguity Communication Culture and Value Difficult Personalities

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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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Angry Customers

Aggressive Behaviors Warriors Unloaders Child Blamer Gunny Sacker

Passive Behaviors Survivalists Guiltmakers Pretenders

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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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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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Conflict Management StagesStage 1: Analysis

Determine best strategy to use Dictation Arbitration Mediation Negotiation

Identify all sources of conflict

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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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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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Ury Negotiation Model

Don’t react Don’t argue Don’t reject Don’t push Minimize escalation

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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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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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Managing Workplace ConflictInterpersonal Communication Techniques

Active listening Reflecting Empathy Questioning Highlight common goals Creating trust Inquiring silence

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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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Managing Workplace ConflictReflecting Means

Seeking clarification through paraphrasing of what each individual has said.

Open-ended vs. closed-ended questions

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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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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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Effectiveness of TechniquesDepends on:

Disputing parties’ communication skills Conflict perspective Power distribution Personal accountability

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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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Managing Workplace ConflictSteps for Mediation

Step 1: Stabilize the setting greet parties use interpersonal communication techniques confirm neutrality

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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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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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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