Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland...

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Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

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Transcript of Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland...

Page 1: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

Presentation Prepared by:

Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland

McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

Page 2: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-2

CHAPTER 7

CONFLIC

T MANAGEMENT

Page 3: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-3

CONFLICT MANAGEMENT

Sources of Conflict

Desirability of Conflict

Types of Conflict

Undesirability of Conflict

Game Theory

Toward Conflict Management

Page 4: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-4

SOURCES OF CONFLICT

Conflict is “an --expressed struggle --between at least two interdependent

parties--who perceive incompatible goals, scare

resources, and --interference from others in achieving

their goals” (Wilmot and Hocker, 1998)Conflicts exist whenever incompatible

activities occur.

Page 5: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-5

SOURCES OF CONFLICT

Conflicts may originate from a number of different sources, including:Differences in information, beliefs, values, interests, or desires.

A scarcity of some resource.Rivalries in which one person or group competes with another.

Page 6: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-6

DESIRABILITY OF CONFLICT

Conflict can be desirable.

Conflict helps eliminate or reduce the likelihood of groupthink.

A moderate level of conflict across tasks within a group resulted in increased group performance while conflict among personalities resulted in lower group performance (Peterson and Behfar, 2003)

Page 7: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-7

TYPES OF CONFLICT

Conflict of ideasDooley and Fryxell (1999) found that conflict of ideas at the early stage of decision making (idea formulation) was desirable.

However, it can cause problems at a later stage when the ideas have to be implemented.

Conflict of feelings are often called personality conflict

Page 8: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-8

TYPES OF CONFLICT

Opposition and Support

Page 9: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-9

UNDESIRABILITY OF CONFLICT

Conflicts can be hard to control once they have begun.

The trend is toward escalation and polarization.

When conflict escalates to the point of being out of control, it almost always yields negative results.

Page 10: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-10

GAME THEORY

Game theory puts people into the mixed-motive situation.

Covey (1990) in The Seven Habits of Highly Successful People refers to the scarcity mentality versus the abundance mentality.The scarcity mentality leads us to resent the success of others.

The abundance mentality allows us to think of situations in which everybody can win.

Page 11: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-11

TOWARD CONFLICT MANAGEMENT

Conflict management is defined as “the opportunity to improve situations and strengthen relationships” (BCS, 2004).

–proactive conflict management

–collaborative conflict management

Page 12: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-12

TOWARD CONFLICT MANAGEMENT

Blake and Mouton’s Conflict Grid

Source: Reproduced by permission from Robert R. Blake and Jane Syngley Mouton. “The Fifth Achievement.” Journal of Applied Behavioral Science 6(4), 1970..

Page 13: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-13

TOWARD CONFLICT MANAGEMENT

Blake and Mouton (1970) proposed a grid that shows various conflict approaches.

The 1,1 style is the hands-off approach, also called avoidance.

The 1,9 position, also called accommodation, is excessively person-oriented.

Page 14: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-14

TOWARD CONFLICT MANAGEMENT

The 5,5 position represents a willingness to compromise.

The 9,1 is the bullheaded approach, also called competing.

The optimum style for reducing conflict is the 9,9 approach, also called collaboration.

Page 15: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

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TOWARD CONFLICT MANAGEMENT

Borisoff and Victor (1998) argue that the best strategy for conflict management (negotiation) depends on the desired outcome.

Page 16: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-16

TOWARD CONFLICT MANAGEMENT

Unilateral negotiation strategies include:

The trusting collaboration strategy.The open subordination strategy.The firm competition strategy.The active avoidance strategy.

Page 17: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-17

TOWARD CONFLICT MANAGEMENT

Interactive negotiation strategiesTrusting collaborationPrincipled negotiationFirm competitionSoft competitionOpen subordinationFocused subordinationActive avoidancePassive avoidanceResponsive avoidance

Page 18: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-18

TOWARD CONFLICT MANAGEMENT

Fisher, Ury, and Patton (1991) outline four principles that compose principled negotiation.

Separate the people from the problem.

Focus on interests, not positions.Invent options for mutual gain.Seek objective criteria.

Page 19: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-19

TOWARD CONFLICT MANAGEMENT

The Continuum of Decision-Making Behavior has been described as including four styles of decision making:

TellsSellsConsultsJoins

Page 20: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-20

TOWARD CONFLICT MANAGEMENT

Diane Yale (1988) outlines three metaphorical approaches to conflict:

The competitive, adversarial metaphor Often results in a winner and loser in the resolution

process.

The problem-solving metaphor If [conflict] is focused on problem-solving, everything

that comes at you is seen as a problem or a solution.

The creative orientation metaphorBrings an innovative quality to group conflict resolution.

Page 21: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-21

TOWARD CONFLICT MANAGEMENT—PRACTICAL TIPSWalker and Harris (1995) offer the following practical tips for implementing the 9,9 style. Encouraging behavior occurs when a team member:

1. Avoids feelings or perceptions that imply the other person is wrong or needs to change.

2. Communicates a desire to work together to explore a problem or seek a solution.

3. Exhibits behavior that is spontaneous and destruction-free.

Page 22: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-22

TOWARD CONFLICT MANAGEMENT—PRACTICAL TIPS

4. Identifies with another team member’s problems, shares feelings, and accepts the team member’s reaction.

5. Treats other team members with respect and trust.6. Investigates issues rather than taking sides on them.

The same principles can be applied to negotiating with others outside your team, or with a supplier or customer.

Page 23: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-23

TOWARD CONFLICT MANAGEMENT

A Continuum of Decision-Making Behavior

Source: From Stewart L. Tubbs. Empowerment (Ann Arbor, Mich.: U-Train, Inc., 1993), pp 5-9. Adapted from R. Tannenbaum and H.W. Schmidt. “How to Choose a Leadership Pattern,” Harvard

Business Review March-April, 1958.

Page 24: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

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REVIEW OF THE SYSTEMS APPROACH

Individuals should understand their own personal triggers to better deal with conflict situations in the workplace (Robin, 2004)

Group members should think about other group members early on to identify privately those individuals and behaviors that may push their buttons.

Page 25: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

7-25

REVIEW OF THE SYSTEMS APPROACH

Conflict may have some desirable consequences.

Out of control conflict may be destructive.Conflict-producing behaviors are more

likely from those high in aggression, dominance, and the need for autonomy.

An important factor related to conflict is the style of leadership and the resulting group norms regarding conflict.

Page 26: Presentation Prepared by: Nader H. Chaaban, Ph.D. Montgomery College Rockville, Maryland McGraw-Hill/Irwin © 2012 McGraw-Hill Companies. All Rights Reserved.

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