Managing Conflicts in Departments, Cross-Functional Teams, Committees and Boards.
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Transcript of Managing Conflicts in Departments, Cross-Functional Teams, Committees and Boards.
Managing Conflicts in
Departments, Cross-Functional Teams, Committees and Boards.
Dr. Elijah EzenduFIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,
PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
“Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in organizational setting.” - Afzalur Rahim
“Conflict is a struggle or contest between people with opposing needs, ideas, beliefs, values, or goals.” - Emily Pia and Thomas Diez, Conflict and Human Rights
Elements of Conflict
• Power• Norms• Interests• Perceived Worth• Organizational Demands• Sociocultural Alignment
The Process of Conflict
Latent Conflict
Perceived Conflict
Felt Conflict
Manifest Conflict
Conflict Aftermath
Latent Conflict
This is the stage in which there are differences between individuals or groups.The differences are potential areas of conflicts.
LATENT CONFLICT
ExpectationsCapabilities
InterestsWills
Social DistancesAwareness
Meanings, Values, Norms, Status, Class
SUB-PHASES TRANSFORMERS
SITUATION OF CONFLICT
STRUCTURE OF CONFLICT
SOCIOCULTURAL SPACE
STIMULATED NEEDS
CONTACT, COMMUNICATION,PROPAGANDA, INDOCTRINATION
ACCULTURATION AND
EXPERIENCE
Source: R.J. Rummel, Understanding Conflict and War
Perceived Conflict
At this point, the involved parties have become reasonably aware of looming conflict as a result of tendency to obstruct goals.
Felt Conflict
At this stage various parties experience indicators of emotional surge opposing their interests, giving rise to discomforting pressure for goal assurance.
Manifest Conflict
Conflict becomes manifest through transformation of tension into clear confrontation, verbal and physical challenge, antagonism, indifference, submission with deep-seated reservation and voluntary withdrawal.
Conflict Aftermath
At this stage the feasibility of cooperation between parties involved become vivid through clear action paths. Where the observed conflict had been successfully managed, then relative harmony shall characterize their activities.If the observed conflict was suppressed, then point of contention could be stretched beyond elastic strength of their relationship to a breaking point.
Sources of Workplace Conflict• Conflicting Interest • Competition for Scarce Resources• Personal Identity Stability• Lack of Cooperation• Perceived Excessive Dependence on a Person or Bloc • Mafia War• Unfounded Rules• Sociocognitive Limitations• Codependent Tasks• Fight for Dignity• Fight for Values • Animosity• Incompatible Personalities• Decision Inequity • Negative Effect of Consensus in Decision-Making• Expectations• Blurry Job Description • Communication Barrier• Previous Conflict Baseline• Bandwagon Syndrome
Exercise
List sources of conflict in your team.…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
Types of General Conflicts
• Interest-Based Conflict• Process-Based Conflict• Structure-Based Conflict• Data-Based Conflict• Value-Based Conflict• Relationship-Based Conflict• Task-Based Conflict
Common Types of Team Conflicts
• Process-Based Conflict• Relationship-Based Conflict• Task-Based Conflict
Process-Based ConflictThis stems from work systems, work-flow and obligations. Key Problem Areas (KPA):•Commencement of Work•Termination of Work•Definitive Work Method•Process Identity•Ownership of Process•Ownership of Sub-Processes•Dissonance in Identity of Cross-Functional & Functional Responsibilities
Forms of Processes
Cros
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Relationship-Based Conflict
This is a conflict fuelled by emotional sentiments.List Examples:…………….....................................………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………..
Task-Based Conflict
This is a conflict driven by core issues about form, structure, dimensions, performance metrics and ownership of task.List Examples:……………………………………………..………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………..
Conflicts in Terms of Usefulness
Constructive Arguments Based on Alternatives for Performance Improvement
Unwholesome Arguments Based onPersonal or Group Differences & Idiosyncrasies
Depiction of Conflict Phases Based on Multiple Schools of Thoughts
Inte
nsity
Time
Latent Conflict
Conflict Emergence
Conflict Escalation
Failed Peacemaking Efforts
Institutionalization of Conflict
Exacerbation of Violence
(Hurting) Stalemate
Complex Emergency
Enmity Agitation Cutback
De-escalation/ Negotiation
Tentative Settlement
Post-Settlement Peace Building
Experimental Peace
Exercise
List the effects of Enmity Agitation Cutback on De-escalation/Negotiation and Tentative Settlement Phases.…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
Strategies for Managing Conflicts
• Applicable Styles• Improving Organizational Practices• Special Roles and Structure• Confrontation Techniques
5 Applicable Styles in Conflict Management
• Competition• Collaboration• Compromise• Avoidance• Accommodation
Focus Areas for Improving Organizational Practices as Conflict Management Strategy • Job Rotation• Corporate Culture Realignment• Internal Communication Assessment and Repositioning• Organizational Restructuring• Corporate Authority and Power Restructuring• Organisation-Wide Job Redesign• Improving Clarity of Structural Positioning and Inter-Job Relationships• Performance and Reward Realignment• Employee-Employee Social Value Optimization• Zero Tolerance Against Discrimination, Glass Ceiling & Antisocial
Behaviours• Unbiased Central Budgetary Control System• Effective Team Structuring• Development of Workable Policies, Procedures and Rules• Establishment of Internal Dispute Resolution Model
Special Roles and Structure
Empowerment of Managers to own their internal processes, lead effectual transformation towards set goals, take responsibility for compliance, and be integrators that ensure harmony.Sometimes, a particular manager can be placed to conduct critical review and ensure compliance during meetings.
Notable Areas of Differences in Team Members• Age• Race• Gender• Communication Flair• Learning Flair• Thinking Flair• Financial Background• Educational Background• Professional Affiliation• Ethnicity• Physical Ability• Work Experience• Job Function• Management Status• Work Location• Marital Status• Family Status• Religious Beliefs• Political Beliefs• Languages
The primary school of excellence in conflict management consist of mindset & understanding for identification and acceptance of differences.
Functions of Nonverbal Communication
Accent: Punctuating or drawing attention to a verbal message Complement: Expressions/gestures that support but could not
replace verbal message Contradict: Expressions or gestures that convey meaning
opposite to that of verbal message Regulate: Expressions or gestures that control the pace or flow
of communication Repeat: A gesture or expression that can be used alone to send
the same meaning as verbal message Substitute: A nonverbal cue that replaces verbal message
Examples of Nonverbal Cues
Accent: Touching someone’s shoulder in empathy Compliment: Smiling in approval or frowning with
disdain Contradict: Reading paper while saying “I am listening” Regulate: Looking confused by too much information Repeat: A stern look or pointing along with a verbal
command Substitute: Nods and shakes of the head
Types of Nonverbal Cues
1. Facial expression2. Eye behaviour3. Posture4. Gesture5. Proxemics6. Touch7. Personal appearance8. Vocal features of speech
Real Nonverbal Cues Facial Expression: Happiness, sadness, surprise, fear, anger and
disgust Eye Behaviour-Functions: Regulatory, monitoring, cognitive and
expressive Posture: Indicative of attention, involvement, relative status
and rapport Gestures: Speech related and independent Proxemics: Use space Touch: ‘of self’ indicates emotion, and ‘of others’ indicates
relationship Personal Experience: Indicators of personality, values and
lifestyle Vocal Features of Speech: Tone, stress, accent, loudness and
rate of speech
Common Signs of Conflict in Non-Verbal Cues
i. New body movementsii. Touching of self/fidgetingiii. Hesitationiv. Blinking, eye shifting and dilation of pupilsv. Lack of spontaneityvi. Speech errorsvii. High vocal pitchviii. Negativityix. Bulging eyesx. Severe Frown
Common Signs of Conflict in General Behaviour
• Rejection• Incommunicado• Nastiness• Vindictiveness • Combativeness• Indignation• Disrespectfulness • Animosity
Turner & Weed Profiling of Communication (Response) Styles in
Conflict Management • Addressers:
- First Steppers- Confronters
• Concealers:- Feeling-Swallowers- Subject-Changers- Avoiders
• Attackers:- Up-Front Attackers- Behind-The-Back Attackers
“In organized group situations, the art of good communication helps build trust and respect. It fosters a positive learning environment and can set the stage for the group to achieve its identified mission, vision, and goals. In any group setting, members may share a common interest and commitment, yet also may see things from a variety of perspectives. Effective communication is one means for a group of diverse individuals to share ideas, construct solutions, and make appropriate decisions.”
- Karla Trautman, Effective Group Communication
“Poor Communication is a direct result of ignorance…….people do not know what to say, when to say it, how to say it, or to whom to say it.”
- Peter Drucker
General Problems in Organisational Communication
• Bias• Halo Effect• Devil’s Horn• Ambiguity• Chain of command• Size• Technical Content• Emotional Interference• Personal limitations• Human nature• Conflict of Interest• Level of Knowledge• Power
• Inadequate Feedback• Cultural Disparity• Hierarchy• Lack of Empathy• Quantity of Information• Language• Lack of Confidence• Inappropriate Medium
Communication competence in conflict management highlights effective listening skills and appropriate use of the three communication impacts to build bridges for feasible connectivity.
Pronunciation: Caliber of intonation Modulation: Coordination of sound
pitch and clarity Projection: Loudness Rapidity: Speed of speech Repetition: Saying same again Articulation: Coordination of words Enunciation: Level of Emphasis on
syllable
Elements of Vocal Impact
Communication Competence & Conflict Resolution Competence are prerequisites for Conflict Management Competence.
Communication Competence
Conflict Resolution Competence
Conflict Management Competent
Conflict Averse
Filling Capacity Gap
Conflict Management Competence & Great Leadership Quotient are prerequisites for Leadership Competence.
Conflict Management Competence
LeadershipQuotient
LeadershipCompetent
LeadershipIncompetent
Filling Capacity Gap
Role Play Session
Sub-Teams Contest for Overarching Goal of The Full Team. Thereafter, each Sub-Team Debriefs.
Dr. Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing, Interim Management, CSR, Leadership, Project & Programme Management, Cost Management, Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, Cloud Computing, eLearning & International Business. He holds proprietary rights of various systems. He is currently CEO, Rubiini (UAE) and Hon. President, Worldwide Independent Inventors Association. He functioned as Chair, International Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Turnaround Project Director, Consolidated Business Holdings Limited; Lead Consultant/ Partner, JK Michaels; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Director, Fortuna, Gambia; Director, The Greens; Chief Advisor/ Partner, D & E; Vice Chairman, Refined Shipping; Director of Programmes & Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola University of Technology, Nigeria; Editor-in-Chief, Cost Management Journal; Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He is an author & widely featured speaker in workshops, conferences & retreats. He was involved in developing Specialist Master’s Degree Course Content for Ladoke Akintola University of Technology (Nigeria) and Jones International University (USA). He also works as Adjunct & Visiting Professor of Universities and holds Interim Management Assignments on Boards of Companies as Non-Executive Director.