Conflict Management “Conflict Resolution Skills for HR Professionals” Dr. Sonny Y. Soeharso,...

Conflict Management “Conflict Resolution Skills for HR

Professionals”

Dr. Sonny Y. Soeharso, Psi.Dr. Sonny Y. Soeharso, Psi.•Managing Partner SJS ConsultingManaging Partner SJS Consulting•Managing Director PKPT ConsultingManaging Director PKPT Consulting•Dekan Fakultas PsikologiDekan Fakultas Psikologi Universitas Pancasila, JakartaUniversitas Pancasila, Jakarta

Mei 2009Mei 2009.

Learning Objectives

Describe the four basic levels of conflict in organizations

Explain five interpersonal conflict-handling strategies and the conditions for their use.

Discuss the core stages, strategies, and influences in negotiations.

Discussion

1. Define conflict –

2. What causes conflict?

3. Write three words you think of when you hear the word “conflict.”

Share responses

•What words do you think of when you hear the word “conflict?”

•Are they positive, negative, or neutral?

Discussion

Positive Negative Neutral

Conflict is……

Something we face everyday A fact of life An opportunity to create an

understanding Often a result of miscommunication Not limited to fighting Not always negative

What is Conflict ?

Conflict: Suatu pertarungan, benturan, pergulatan ide-ide, pertentangan kepentingan, opini-opini, nilai-nilai, perbedaan persepsi atau tujuan-tujuan, pergulatan mental, penderitaan batin (Casell Concise English Dictionary, 1989)

Conflict is a natural disagreement resulting from individuals or groups that differ in attitudes, beliefs, values or needs

It can also originate from past rivalries and personality differences Examples of conflicting values: individualism vs

teamwork, family life vs career.

The Iceberg – What you see and what you don’t

What is Conflict About?

Facts: perceptions of history – current/past conditions – who did what to whom, when, how, why.

Needs: what people need to feel secure and respected – material, equality, justice, identity, control.

Values: beliefs, assumptions about how society should be structured, rights and practices.

Positions: perceptions about what is best way to obtain needs (socialist state, unity, separation etc.)

Methods: spectrum of violent or non-violent choices, acceptable means to achieve goals.

Levels of Conflict

1. Intra-personal – within ourselves (values, choices, moral)

2. Inter-personal – between individuals at personal level

3. Inter-role – with individuals based on roles (job, gender roles in the home)

4. Intra-group – within a group about e.g. policies, values

5. Inter-group/inter-organizational – between groups of equal or differing power (e.g. NGO/govt)

6. Inter-communal /Intra-national /Internal– between groups/sectors in society (ethnic, religious, territorial)

7. Inter-national – between nations/states

Most conflicts occur at various levels

at the same time

Approach-Approach Conflict

+ +

Avoidance-Avoidance Conflict

_

Approach-Avoidance Conflict

1.Types of Intrapersonal Conflict

_

+_

Lawrence Erlbaum Associates, Publisher, Copyright 2002

5.5

Chapter 9: PowerPoint 9.4

Basic Types of Intrapersonal Conflict

Approach-approach conflict

An individual must choose between two or more alternatives,

each of which is expected to have a positive outcome

Avoidance-avoidance conflict

An individual must choose between two or more alternatives,

each of which is expected to have a negative outcome

Approach-avoidance conflict

An individual must decide whether to do something that is

expected to have both positive and negative outcomes

2. Conflict Between Individuals

Relationship conflict

Occurs when members of a group are personally incompatible (difference opinion, perception). Typically, tension, animosity, and annoyance are expressed.

Task conflict

Occurs when the members of a group cannot agree about the tasks they are expected to perform. Differences in ideas, perspectives, and opinions about how to proceed are likely to arise.

5.6

3. Conflict Between Groups

Intragroup conflict: within a group

Intergroup conflict: between groups


Intragroup Conflict

Disputes among some or all of a group’s members, which often affect a group’s dynamics

and effectiveness

Often a problem in family-run businesses among family members or in the sport team


Intergroup Conflict

Opposition, disagreements, and disputes between groups and teams.

Common sources of intergroup conflict

Perceived goal incompatibility

Perceived differentiation

Task Interdependency

Perceived limited resources

4. Conflict Within Organization

Vertical Conflict:Two people -

different levels

Horizontal Conflict:Two people -similar levels

Role conflict:Two or more activities -

incompatible roles

Line-staff Conflict:Two people -

one line member/one staff member


5.8

Latihan: Konflik Jenis Apakah Ini ?

1. Anton merasa gelisah menyadari ia harus mentaati jadwal latihan olahraga basket di lapangan tapi dia sedang asyik menikmati nonton film James Bond (……………….conflict ?)

2. Sandra wants to use the car to go to her after-school job, but her mother plans to use the car to go grocery shopping. Their needs conflict (………………..conflict ?)

3. Sekelompok mahasiswa semester 5 diberi tugas oleh dosen untuk melakukan wawancara lapangan kepada pedagang asongan di beberapa stasiun kereta api pada jam makan siang dan cuaca agak mendung (…………………..conflict ?)

4. A conflict between two gangs, each representing a different neighborhood (antar kampung yang bertetangga), would be an example of an ……………………conflict ?

Stages of conflict

Perasaan Tidak Nyaman

Insiden

Kesalahpahaman

Ketegangan

Krisis

Ukuran dan bobot konflik meningkat di setiap tahap

Conflict Intensity and Organizational Outcomes

Organizational Outcomes

Positive

Neutral

Negative

Conflict Level

Low Moderate High


5.4

How people respond

Retaliate Momentary Always a mistake

Intimidate Short tempers Strong opinions Hard on the long term relationship

How people respond (con’t)

Isolate Appear to accept the situation They may actually be suppressing it This is how small problems grow into huge

misunderstandings

Cooperate Confront the issue immediately Address the problem by putting it on the table Greatest long term benefit

Conflict Resolution

.

2 Critical Elements of Conflict

Communication Verbal communication

7% Non-verbal communication

93%

Emotional Aspect Is this pushing a “hot button”? What is your level of commitment to this

person? What else is happening in your life? On a scale of 1-10, how important is this?

Emotional Don’ts

Don’t get in a power struggle Don’t detach from conflict Don’t let conflict establish your agenda Don’t over-dramatize the situation Don’t “awfulize”!!

Basic Psychological Needs:

To be valued and treated as an individual To be in control To have strong self-esteem To be consistent


Model of Interpersonal Conflict-Handling Styles

Forcing/competition Collaborating

Avoiding/withdrawing Accommodating

Compromising

Assertive

Concernfor Self

Unassertive

Uncooperative Concern for Others Cooperative


Avoiding Style: Perhaps Use When

Issue is of minor or passing importance

Insufficient information to effectively deal with the conflict

Low power relative to the other party

Others can more effectively resolve the conflict more effectively


Forcing Style: Perhaps Use When

Emergencies requiring quick action

Unpopular actions must be taken for long-term organizational effectiveness and survival

Self-protective action is needed


Accommodating Style: Perhaps Use When

Need to defuse a potentially explosive emotional conflict situation

Short-run need to keep harmony and avoid disruption

Conflict is primarily based on personality and cannot be easily resolved


High level of cooperation is needed

Sufficient parity exists in power of conflicting parties

Potential for mutual benefits, especially over long run

Sufficient organizational support to take the time and energy for collaboration

Collaborating Style: Use When


Agreement enables each party to be better off, or at least not worse off, than without an agreement

Achieving a total win-win agreement is not possible

Conflicting goals block agreement on one person’s proposal

Compromise Style: Use When


Model of Interpersonal Conflict-Handling Styles: Need Negotiation

Forcing/competition Collaborating

Avoiding/withdrawing Accommodating

Compromising

Assertive

Concernfor Self

Unassertive

Uncooperative Concern for Others Cooperative

Need Negotiation Skill

Negotiation

The process whereby two or more parties decide what each will give and take in an exchange between them

(Rubin & Brown, 1975)

5.11


Distributive Negotiations Strategy

I want it all

Time warpUltimatums

Good cop,bad cop

Common win-lose strategies


Integrative Negotiations Strategy

Separate the people from the problem

Focus on interests,

not positions

Insist on using

objective criteria

Invent options for mutual gain

Common win-win

principles

Types of Bargaining(Distributive vs. Integrative)

Diametricallyopposed

Distributive Integrative

Fixed amount of resources

Payoff Structure

Primary Motivation

Interests

Relationships

Variable amount of resources

To gain at theexpense of others

To maximizejoint outcomes

Convergent orcongruent

Short term Long term

5.12

Working with an Integrative Perspective

5.13

5. Use objective criteria

1. Superordinate goals

2. Separate the people from the problem

3. Focus on interests, not on positions

4. Invent options for mutual gain

When we get into arguments with people, the problem won’t be sorted until both parties feel that they have been treated fairly.

Grrrrr….. Grrrrr…..

FAIR TREATMENT

In order to make things fair, all parties have to:

Understand Avoid making things worse Work together Find a solution

First we have to try to understand – by putting ourselves in the other person’s shoes.

Each person must be allowed to say how they feel – without being interrupted.

In order for it to work:

Each person must listen carefully to what the other has to say.

Everyone must make sure they don’t make

the situation worse … so

NO: put downs revealing of secrets screaming or shouting fighting, kicking, pushing!

Each person must be determined to work together with the others

This means: Taking turns Speaking quietly, but firmly Active listening Talking about how you feel, without

blaming anyone.

Now find a solution by brainstorming together.

Think of as many ideas as possible!

All parties must take responsibility for their part of the agreement.

And stick to what has been decided.

…. And be prepared to talk again if things aren’t improving.

How’s about another chat?

O.K. That’s cool!

Improve Your Emotional Intelligence Competencies

INTRAPERSONAL Self-regard Self-awareness Assertiveness Independence Self-actualization

INTERPERSONAL Empathy Social responsibility Interpersonal

relationship

ADAPTABILITY Reality testing Flexibility Problem solving

STRESS MANAGEMENT Stress tolerance Impulse control

GENERAL MOOD Optimism Happiness

Glossary

Negotiate - to discuss something

Mediate – to act as a go between

Resolve – to make your mind up

Conflict Management “Conflict Resolution Skills for HR Professionals” Dr. Sonny Y. Soeharso,...

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