Conflict Management ELAB6814

OVERVIEW

Models of Conflict

Concept Clarification

Causes and Consequence

s

Conflict Solutions

MONTOELI GLADYS NTSOAKI

2009146214

Lecture: DR Cobus

Pienaar

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Concept Definition

and Clarification

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Definitions

Past and Present Views of Conflict

Levels of Conflict

“As managers we spend about 21% of our time dealing with conflict.”

• Conflict is an inevitable part of our lives• Conflict management skills predict

managerial success and interpersonal effectiveness

Importance of Conflict Management SkillsImportance of Conflict Management Skills

Conflict DefinedConflict Defined

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 (Robbins & Judge, 2013)

– That point in an ongoing activity when an interaction “crosses over” to become an interparty conflict

Encompasses a wide range of conflicts that people experience in organizations– Incompatibility of goals– Differences over interpretations of facts– Disagreements based on behavioral expectations

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Conflict DefinedConflict Defined Organizational Conflict

• The discord that arises when goals, interests or values of different individuals or groups are incompatible and those people block or thwart each other’s efforts to achieve their objectives. Jones and George (2013)

Four Critical Elements• “Conflict is a felt struggle between two or more

interdependent individuals over perceived incompatible differences in beliefs, values, and goals, or over differences in desires for esteem, control, and connectedness” Wilmot and Hocker (201)

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Conflict DefinedConflict Defined

All definitions agree that conflict needs to be recognised by at least two parties before it exists.

Common to most definitions is the idea that conflict is a perception and key ingredients for the conflict process are opposition or incompatibility or differences and some form of interaction.

However, differences alone do not create conflict. It is the expression of those differences in the way people behave with each other that results in conflict. Thus, another core aspect of conflict is the concept of interdependence.

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Views of ConflictViews of Conflict

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Past and Present Perspectives of ConflictPast and Present Perspectives of Conflict

Traditional View of Conflict

– The belief that all conflict is harmful and must be avoided

– Prevalent view in the 1930s-1940s

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Conflict resulted from:

– Poor communication

– Lack of openness

– Failure to respond to employee needs


Human Relations View of Conflict– The belief that conflict is a

natural and inevitable outcome in any group

– Prevalent from the late 1940s through mid-1970s

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Interactionist View of Conflict– The belief that conflict is not only a positive

force in a group but that it is absolutely necessary for a group to perform effectively

– Constructive conflict occurs when people focus their discussion on the issue while showing respect for people with other points of view.

– Relationship conflict focuses on people, rather than the issues, as the source of conflict and is most of the time dysfunctional since it hinders group performance and doesn’t lead to any beneficial solution

Forms of Interactionist ConflictForms of Interactionist Conflict

Functional Conflict• Conflict that supports

the goals of the group and improves its performance

Dysfunctional Conflict• Conflict that hinders

group performance

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Types of Interactionist ConflictTypes of Interactionist Conflict

Task Conflict– Conflicts over content and goals of the work– Low-to-moderate levels of this type are

FUNCTIONAL

Relationship Conflict– Conflict based on interpersonal relationships– Almost always DYSFUNCTIONAL

Process Conflict– Conflict over how work gets done– Low levels of this type are FUNCTIONAL

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Levels of ConflictLevels of Conflict

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Levels of ConflictLevels of Conflict

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Summary – Definitions and ClarificationSummary – Definitions and Clarification Conflict arises when individuals are not able to choose among the available

alternative courses of action. Conflict between two individuals implies that they have conflicting perceptions,

values, attitudes and goals. Conflict is a dynamic process as it indicates a series of events. Each conflict is made

of a series of interlocking conflict episodes. Conflict must be perceived by the parties. If no one is aware of the conflict, then it

is generally agreed that no conflict exists. Conflict is a natural and inevitable outcome in any group and that need not to be an

evil, but rather, with the potential to be a positive force in determining group performance.

Conflict can be a positive force in a group and that is also absolutely necessary for a group to perform effectively.

Optimal organisational performance requires a moderate level of conflict. The task of management is to manage the level of conflict and its resolution for

optimal organisational performance. Conflict between groups is inevitable in the workplace. This conflict may be positive

or negative, depending on its impact on the organisation’s goal achievement.

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Causes and Consequences

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Sources of Conflict

Consequences of Conflict

Sources of ConflictSources of Conflict

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Personal Factors• Skills and abilities• Personalities• Perceptions• Values and ethics• Emotions• Communication barriers• Cultural differences

Structural Factors• Specialization• Interdependence• Common resources• Goal differences• Authority

relationships• Status inconsistencies• Jurisdictional

ambiguities

CONFLICT!

Causes of Conflict Causes of Conflict

The Consequences of Dysfunctional Intergroup ConflictThe Consequences of Dysfunctional Intergroup Conflict

Changes within Groups

• Increased Group Cohesiveness

• Emphasis on Loyalty• Rise in Autocratic

Leadership• Focus on Activity

• Distorted Perceptions• Negative Stereotyping• Decreased Communication

Changes between Groups

Consequences of ConflictConsequences of Conflict

01Models of

Conflict03

Conflict Process

Pondy’s Stages of Conflict

The Conflict ProcessThe Conflict Process

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We will focus on each step in a moment…

Stage I: Potential Opposition or IncompatibilityStage I: Potential Opposition or Incompatibility

Communication– Semantic difficulties, misunderstandings, and “noise”

Structure– Size and specialization of jobs– Jurisdictional clarity/ambiguity– Member/goal incompatibility– Leadership styles (close or participative)– Reward systems (win-lose)– Dependence/interdependence of groups

Personal Variables– Differing individual value systems– Personality types

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Stage II: Cognition and PersonalizationStage II: Cognition and Personalization

Important stage for two reasons:

1. Conflict is defined • Perceived Conflict

– Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise

2. Emotions are expressed that have a strong impact on the eventual outcome• Felt Conflict

– Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility

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Stage III: IntentionsStage III: Intentions

Intentions– Decisions to act in a given way– Note: behavior does not always accurate reflect intent

Dimensions of conflict-handling intentions:– Cooperativeness

• Attempting to satisfy the other party’sconcerns

– Assertiveness• Attempting to satisfy

one’s own concerns

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Styles to Handle Conflict

Cooperativeness

Assertiveness

Low High

High

CompetingAvoiding

Compromising

Accommodating Collaborating

Stage IV: BehaviorStage IV: Behavior

Conflict Management

– The use of resolution and stimulation techniques to achieve the desired level of conflict

Conflict-Intensity Continuum

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Stage V: OutcomesStage V: Outcomes Functional

– Increased group performance

– Improved quality of decisions

– Stimulation of creativity and innovation

– Encouragement of interest and curiosity

– Provision of a medium for problem-solving

– Creation of an environment for self-evaluation and change

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Dysfunctional– Development of discontent

– Reduced group effectiveness

– Retarded communication

– Reduced group cohesiveness

– Infighting among group members overcomes group goals

Creating Functional Conflict– Reward dissent and punish

conflict avoiders

Pondy’s Model of Organizational ConflictPondy’s Model of Organizational Conflict

Stage 1: Latent Conflict

Stage 2: Perceived Conflict

Stage 3: Felt Conflict

Stage 4: Manifest Conflict

Stage 5: Conflict Aftermath

Pondy’s Model of Organizational ConflictPondy’s Model of Organizational Conflict

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Conflict Solutions

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Conflict Management

Conflict Resolution

Conflict SolutionsConflict Solutions

Conflict management involves designing effective strategies to minimise the dysfunctions of conflict and enhancing the constructive functions of conflict.

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Conflict resolution implies reduction, elimination, or termination of conflict. Negotiating, bargaining, mediation, and arbitration fall into the conflict resolution category.

“what we need for contemporary organisations is conflict

management and not conflict resolution” Golembiewski (2000)

Managing ConflictManaging Conflict

Organizational conflict can escalate rapidly and sour an organization’s culture

– Managing conflict is an important priority Organizations must balance the need to have some

“good” conflict without letting it escalate into “bad” conflict

Choice of conflict resolution method depends on the source of the problem

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Conflict Solutions –Functional ConflictConflict Solutions –Functional Conflict

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– Problem solving– Superordinate goals– Expansion of resources– Avoidance– Smoothing– Compromise– Authoritative command– Altering the human

variable– Altering the structural

variables– Communication

– Bringing in outsiders– Restructuring the

organization– Appointing a devil’s

advocate

Stimulating Functional ConflictStimulating Functional ConflictA Devil’s Advocate Decision Program The Dialectic Decision Method

1A proposed course of action

is generated.

1A proposed course of action

is generated.

2A devil’s advocate (individual

of group) is assigned tocriticize the proposal.

2Assumptions underlying the

proposal are identified.

3The critique is presentedto key decision makers.

3A conflicting counter-

proposal is generated basedon different assumptions.

Stimulating Functional Conflict (continued)Stimulating Functional Conflict (continued)

A Devil’s Advocate Decision Program The Dialectic Decision Method

6The decision is monitored.

6The decision is monitored.

4Any additional information

relevant to the issues isgathered.

4Advocates of each position present

and debate the merits of theirproposals before key decision makers.

5The decision to adopt, modify, or discontinue the proposed

course of action is taken.

5The decision to adopt either

position, or some other position,e.g., a compromise, is taken.

Managing Dysfunctional ConflictManaging Dysfunctional Conflict

How to Deal With Personality ConflictsHow to Deal With Personality Conflicts

Intergroup ConflictIntergroup Conflict

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Using Third-Party NegotiationsUsing Third-Party Negotiations

Mediation• Allowing a neutral third party to act as a facilitator

through the application of reasoning, suggestion, and persuasion.

Arbitration• Is where the third party has the

power (authority) to impose an agreement.

Conciliation• Occurs where the third party is someone who is trusted by

both sides and services primarily as a communication link between the disagreeing parties.

NegotiationNegotiation

Negotiations may be viewed as a process in which two or more parties

attempt to reach acceptable agreement in a situation characterized

by some level of disagreement.

Approaches to NegotiationApproaches to Negotiation

Integrative Bargaining

Negotiation that seeks one or more settlements that can create a win-win solution

Distributive Bargaining

Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation

Distributive versus Integrative BargainingDistributive versus Integrative Bargaining

Bargaining Characteristic

Distributive Bargaining Integrative Bargaining

Goal Get all the pie you can Expand the pie

Motivation Win-Lose Win-Win

Focus Positions Interests

Information Sharing Low High

Duration of Relationships Short-Term Long-Term

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MineYours MineYour

sDistributive

Integrative

Summary and Managerial ImplicationsSummary and Managerial Implications Conflict can be

constructive or destructive

Reduce excessive conflict by using:– Competition– Collaboration– Avoidance– Accommodation– Compromise

Integrative negotiation is a better long-term method

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Conflict Management ELAB6814

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