developing individuals, transforming organizations chapter v: conflict management
TRANSCRIPT
developing individuals, transforming organizations
Chapter V: Conflict
Management
What is Conflict? Definition of Conflict:
Conflict is a form of competition between
perceived or actual incompatible needs, goals, desires, ideas, or resources.
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)
The process in which one party perceives
that its interests are being opposed or
negatively affected by another party.
Conflict Defined
— Is 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.
o Is that point in an ongoing activity when an interaction “crosses over” to become an inter-party conflict.
—Encompasses a wide range of conflicts that people experience in organizations
o Incompatibility of goalso Differences over interpretations of factso Disagreements based on behavioral
expectations
Conflicts exist whenever incompatible activities occur. Conflicts may originate from a number of different sources, including:
o Differences in information, beliefs, values, interests, or desires.o A scarcity of some resource.o Rivalries in which one person or group competes with another.
Conflict must be PERCEIVED to exist Exists when one person (party) PERCEIVES that another person (party)
has deliberately blocked (or about to block) their goals Is a struggle or contest Can be functional or dysfunctional Happens whenever people work, play or live together Many writers believe that conflict in a group is 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
Conflict occurs whenever:
— Disagreements exist in a social situation over issues of substance.
— Emotional antagonisms (hatred causing opposition and ill will) cause
frictions between individuals or groups.
Three Views of Conflict
1. Traditional view - conflict must be avoided
2. Human relations view - conflict is a natural and inevitable outcome in any group
3. Interactionist view - some conflict is absolutely necessary
1. functional conflict - supports the goals of the work group and improves its performance
2. dysfunctional conflict - prevents group from achieving its goals
Transitions in Conflict Thought
Causes:
• Poor communication
• Lack of openness
• Failure to respond to employee needs
Causes:
• Poor communication
• Lack of openness
• Failure to respond to employee needs
Traditional View of Conflict
The belief that all conflict is harmful and must be avoided.
Transitions in Conflict Thought (cont’d)
Human Relations View of Conflict
The belief that conflict is a natural and inevitable outcome in any group.
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.
Traditional view Contemporary/ modern view
* caused by trouble makers
* bad
* should be avoided
* must be suppressed
* inevitable/ expected between humans
* often beneficial
* natural result of change
*can and should be managed
Functional versus Dysfunctional Conflict
Functional Conflict
Conflict that supports the goals of the group and improves its performance.
Dysfunctional Conflict
Conflict that hinders group performance.
Functional (or constructive) conflict.—Results in positive benefits to individuals, the
group, or the organization.—Likely effects.
o Surfaces important problems so they can be addressed.o Causes careful consideration of decisions.o Causes reconsideration of decisions.o Increases information available for decision making.o Provides opportunities for creativity.
Dysfunctional (or destructive) conflict.—Works to the disadvantage of individuals, the
group, or the organization.—Likely effects:
o Diverts energies.o Harms group cohesion.o Promotes interpersonal hostilities.o Creates overall negative environment for workers.
CONFLICT AND NEGOTIATION
Dealing With Conflict
Types of Conflict
Task Conflict
Conflicts over content and goals of the work.
Relationship Conflict
Conflict based on interpersonal relationships.
Process Conflict
Conflict over how work gets done.
Types of conflict.—Substantive conflict.
o A fundamental disagreement over ends or goals to be pursued and the means for their accomplishment.
—Emotional conflict.o Interpersonal difficulties that arise over
feelings of anger, mistrust, dislike, fear, resentment, etc.
Sources of Conflict
GoalGoalIncompatibilityIncompatibility
Different ValuesDifferent Valuesand Beliefsand Beliefs
• Goals conflict with goals of others
• Different beliefs due to unique background, experience, training
• Caused by specialized tasks, careers
• Explains misunderstanding in cross-cultural and merger relations
Sources of Conflict
GoalGoalIncompatibilityIncompatibility
Different ValuesDifferent Valuesand Beliefsand Beliefs
TaskTaskInterdependenceInterdependence
Three levels of interdependence
ResourceResource
AA BB CC
Pooled
AA BB CC
Sequential
AA
BB CC
Reciprocal
Sources of Conflict
GoalGoalIncompatibilityIncompatibility
Different ValuesDifferent Valuesand Beliefsand Beliefs
TaskTaskInterdependenceInterdependence
ScarceScarceResourcesResources
AmbiguityAmbiguity
• Increases competition for resources to fulfill goals
• Lack of rules guiding relations• Encourages political tactics
Sources of Conflict
GoalGoalIncompatibilityIncompatibility
Different ValuesDifferent Valuesand Beliefsand Beliefs
TaskTaskInterdependenceInterdependence
ScarceScarceResourcesResources
AmbiguityAmbiguity
CommunicationCommunicationProblemsProblems
Lack of opportunity --reliance on stereotypes
Lack of ability-- arrogant communication
heightens conflict perception
Lack of motivation -- conflict causes lower motivation
to communicate, increases stereotyping
The Conflict Process
Sources ofSources ofConflictConflict
ManifestManifestConflictConflict
ConflictConflictOutcomesOutcomes
ConflictPerceptions
ConflictEmotions
The Conflict Process
E X H I B I T 14–1E X H I B I T 14–1
Stage I: Potential Opposition or Incompatibility/ inappropriateness
Antecedent conditions exist at interpersonal level. One party plans to block the attempts of another party from achieving a goal. Potential opposition took place due to-
o Communication Semantic difficulties, misunderstandings, and “noise”
o 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
o Personal Variables Differing individual value systems Personality types
•Stage II: Cognition and Personalizationthe mental faculty or process of acquiring knowledge by the use of reasoning, intuition, or perception
the person whose attempts are blocked makes him feel frustrated, anxious and tense
Positive FeelingsPositive FeelingsPositive FeelingsPositive FeelingsNegative EmotionsNegative EmotionsNegative EmotionsNegative Emotions
Conflict DefinitionConflict DefinitionConflict DefinitionConflict Definition
Perceived ConflictAwareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.
Stage III: Intentions
Cooperativeness:
• Attempting to satisfy the other party’s concerns.
Assertiveness:
• Attempting to satisfy one’s own concerns.
Cooperativeness:
• Attempting to satisfy the other party’s concerns.
Assertiveness:
• Attempting to satisfy one’s own concerns.
Intentions
Decisions to act in a given way.
Dimensions of Conflict-Handling Intentions
E X H I B I T 14–2E X H I B I T 14–2
Source: K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.
Stage III: Intentions (cont’d)
Competing
A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict.
Collaborating
A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.
Avoiding
The desire to withdraw from or suppress a conflict.
Stage III: Intentions (cont’d)
Accommodating
The willingness of one party in a conflict to place the opponent’s interests above his or her own.
Compromising
A situation in which each party to a conflict is willing to give up something.
Stage IV: Behavior
At this stage parties are engage themselves in conflict handling behavior
Conflict Management
The use of resolution and stimulation techniques to achieve the desired level of conflict.
Conflict-Intensity Continuum
Conflict Management Techniques
Conflict Resolution Techniques
• Problem solving
• Superordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables
Conflict Resolution Techniques
• 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
• Communication
• Bringing in outsiders
• Restructuring the organization
• Appointing a devil’s advocate
Stage V: Outcomes The conflict finally results in an outcomes which may
be -
Functional Outcomes from Conflict— 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
Creating Functional Conflict - Reward dissent/ oppose and punish conflict avoiders.
Dysfunctional Outcomes from Conflict— Development of discontent, -- Reduced group effectiveness— Retarded communication, -- Reduced group cohesiveness— Infighting among group members overcomes group goals
Levels of conflict
There are three levels of conflict – 1. Intra-individual conflict2. Inter-Individual/ personal conflict3. Inter-Group conflict
1. Intra-individual conflict:
It refers conflict within an individual. It arises from –
A] Conflict from frustration – — Frustration occurs when a motivation drive is blocked
before a person reaches a desire goal because of barrier B] Goal conflict –
— It occurs when the attainment of one goal excludes the possibility of attaining another goal. It has three major forms –
1. Approach- approach conflict – — It occurs when individual is caught between two or more
positive but mutually exclusive goals. + …………. Person ………….. +
2. Approach- avoidance conflict –
— It occurs when individual is simultaneously attracted to and repelled by a single object e.g. phone to boss and frighten.
Person ………………………+,-
3. Avoidance –avoidance conflict: - — It occurs when an individual is forced to choose between
two mutually exclusive goals, each of which posses unattractive qualities.
- ………………….. person …………………….-
C] Role conflict:— It arises when an individual plays different roles; but finds
time and resources inadequate to do so
2. Inter-individual / personal conflict:
It occurs between two individuals in an organization. It arises because of difference in perception, temperaments,
personalities, value systems, socio-cultural factor and role ambiguities.
Transactional analysis, (TA), Johari window, stroking, and life positions seek to explain the phenomenon of inter-personal conflicts.
3. Inter-group conflict: It refers to the conflict between two groups, department or sections
in organization. It is also called as organizational conflict. Interorganizational conflict.
— Occurs in the competition and rivalry that characterize firms operating in the same markets.— Occurs between unions and organizations employing their members.— Occurs between government regulatory agencies and organizations subject to their
surveillance.— Occurs between organizations and suppliers of raw materials.
The important reasons are –
A] Task interdependence- It refers to the extent to which two department
dependents on each other for assistance, information, compliance etc. task interdependence may be –
1. Pooled interdependence — two groups functions relatively independent but their
combined out put contributes to the overall performance — A overall performance — B
2. Sequential interdependence— one groups performance depends on another groups prior
performance — A …….. B………….C……………… overall performance
3. Reciprocal interdependence — Departments are exchange outputs and hence are mutually
interdependent in accomplishing their tasks. — A ……………………................... overall
performance— …………………………………… B
B] Task ambiguity – — when it is not clear
C] Goal incompatibility- — when organization is growing, or changing
environment D] Competition or limited resources E] Line and staff organization structure F] Intra-personal and inter-personal
conflict G] Competitive reward system-
— for individual or department; group effort; no cooperation; conflict.
Strategies for conflict management
A] Strategies for resolving intra-personal conflict
B] Resolving inter-personal conflict C] Resolving inter-group conflict
Five conflict management modes
1. Withdrawal temporary 2. Smoothing fails to resolve
3. Compromising provides 4. Forcing resolution 5. Problem solving
Five Conflict Management Styles
1. Avoidance or withdrawal-downplaying disagreement, withdrawing, staying neutral at all costs
2. Accommodation or smoothing-giving in and smoothing over differences to maintain harmony
3. Competition or authoritative command-trying to win in active competition, or using authority to win by force
4. Compromise-bargaining for something “acceptable” so each party wins and loses a bit
5. Collaboration or problem solving-working through differences to solve problems so that everyone gains
CONFLICT AND NEGOTIATION
Dealing With ConflictConflict Management Styles
Styles of Conflict Resolution
Per. Goals Relation. Force win-lose hi low Smooth yield-lose low high Withdraw lose-leave low low Compromise comprom. med med. Problem
solver integrative high high -Avoid - do nothing
-Compete - win/lose-Compromise - split the difference-Collaborate - win/win-Accommodate - give in
CONFLICT AND NEGOTIATION
Dealing With ConflictConflict Management Styles
When to use conflict management styles
• Collaboration and problem solving is preferred to gain true conflict resolution when time and cost permit. • Avoidance may be used when an issue is trivial, when more important issues are pressing, or when people need to cool down temporarily and regain perspective. • Authoritative command may be used when quick and decisive action is vital or when unpopular actions must be taken. • Accommodation may be used when issues are more important to others than to yourself or when you want to build “credits” for use in later disagreements. • Compromise may be used to arrive at temporary settlements of complex issues or to arrive at expedient solutions when time is limited.
CONFLICT AND NEGOTIATION
Dealing With Conflict Outcomes of Conflict
— Lose-lose o no one achieves his or her true desires and the underlying
reasons for conflict remain unaffected. — Competition
o uses force, superior skill, or domination to win a conflict. — Compromise
o occurs when each party to the conflict gives up something of value to the other.
— Win-lose o one party achieves its desires and the other party does not.
— Collaboration o involves working through conflict differences and solving
problems so everyone wins. — Win-win
o the conflict is resolved to everyone’s benefit.
Conflict Mgt. Styles: Orientations
How can conflict be managed successfully? The issue of “who wins?” Win-win orientation
— You believe parties will find a mutually beneficial solution to their disagreement
— Both parties achieve their desires.— Collaboration or problem solving are forms of win-win
conflict.
Win-lose orientation— You believe that the more one party receives, the less the
other receives— Tends to escalate conflict, use of power/politics
o One part achieves its desires at the expense and to the exclusion of the other party’s desires.
o Competition and authoritative command are forms of win-lose conflict.
Lose-lose conflict.o Occurs when nobody gets what he or she wants.o Avoidance, accommodation or smoothing, and compromise are
forms of lose-lose conflict.
How Do You Respond to Conflict?
Five Styles We Use in Conflict Situations
-Avoid - do nothing-Compete - win/lose-Compromise - split the difference-Collaborate - win/win-Accommodate - give in
Ass
erti
ven
ess
Cooperativeness
CompetingCompeting CollaboratingCollaborating
CompromisingCompromising
AvoidingAvoiding AccommodatingAccommodating
High
Low High
Conflict Management Styles
Conflict-Handling Styles
Uncooperative CooperativeCooperativeness
Ass
erti
ven
ess
Un
asse
rtiv
eA
sser
tive Forcing
Resolving conflicts bysatisfying one’s own needsat the expense of another’s
Avoiding
Resolving conflicts bywithdrawing from orsuppressing them
CollaboratingRewarding conflict by seekingan advantageous solution forall parties
Compromising
Resolving conflict by eachparty giving up somethingof value
Accommodating
Resolving conflicts byplacing another’s needsand concerns above yourown
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 3.32
Compromise
High
Low High
Concern for O
thers
Concern for Self
Styles of Conflict ManagementPickering, P How to Handle Conflict & Confrontation. National Press Series 2000
Obliging
“placating”
Collaborating
“win-win”
Avoiding
“don’t rock the boat”
Dominating
“playing hardball’
Conflict and Unit Performance
E X H I B I T 14–9E X H I B I T 14–9
Conflict-Handling Intention: Competition
When quick, decisive action is vital (in emergencies); on important issues.
Where unpopular actions need implementing (in cost cutting, enforcing unpopular rules, discipline).
On issues vital to the organization’s welfare.
When you know you’re right.
Against people who take advantage of noncompetitive behavior.
Conflict-Handling Intention: Collaboration
To find an integrative solution when both sets of concerns are too important to be compromised.
When your objective is to learn.
To merge insights from people with different perspectives.
To gain commitment by incorporating concerns into a consensus.
To work through feelings that have interfered with a relationship.
Conflict-Handling Intention: Avoidance
When an issue is trivial, or more important issues are pressing.
When you perceive no chance of satisfying your concerns.
When potential disruption outweighs the benefits of resolution.
To let people cool down and regain perspective. When gathering information supersedes immediate
decision. When others can resolve the conflict effectively When issues seem tangential or symptomatic of other
issues.
Conflict-Handling Intention: Accommodation
When you find you’re wrong and to allow a better position to be heard.
To learn, and to show your reasonableness. When issues are more important to others than to
yourself and to satisfy others and maintain cooperation.
To build social credits for later issues. To minimize loss when outmatched and losing. When harmony and stability are especially important. To allow employees to develop by learning from
mistakes.
Conflict-Handling Intention: Compromise
When goals are important but not worth the effort of potential disruption of more assertive approaches.
When opponents with equal power are committed to mutually exclusive goals.
To achieve temporary settlements to complex issues.
To arrive at expedient solutions under time pressure.
As a backup when collaboration or competition is unsuccessful.
What is conflict?
Levels of conflict — cont.— Interpersonal conflict.
o Occurs between two or more individuals who are in opposition to one another.
— Intergroup conflict.o Occurs among members of different teams or groups.
What is conflict?
Levels of conflict — cont.— Interorganizational conflict.
o Occurs in the competition and rivalry that characterize firms operating in the same markets.
o Occurs between unions and organizations employing their members.
o Occurs between government regulatory agencies and organizations subject to their surveillance.
o Occurs between organizations and suppliers of raw materials.
8
Conflict Management
Conflict Resolution Methods
• Confronting / Problem Solving
• Compromising
• Forcing
• Smoothing / Accommodating
• Withdrawing / Avoiding
8
Conflict Management
Confronting / Problem Solving
• Sometimes referred to as “collaborating”
• Generally viewed as the best method for conflict resolution
• Looks to solve the conflict at the source so it will not be an issue for the project
8
Conflict Management
Confronting / Problem-Solving when…
• When conflicting parties can get at least what they want and maybe more
• To reduce cost
• To create a common power base
• To attack a common foe
• When skills are complimentary
8
Conflict Management
Confronting / Problem-Solving when…
• When there is enough time
• When there is trust
• When you have confidence in the other’s ability
• When the ultimate objective is to learn
8
Conflict Management
Compromising
• To negotiate or bargain for a solution to give both parties some degree of satisfaction
• “Give and take” or “win-win”
• Neither party gets everything they want or need (“lose-lose”)
8
Conflict Management
Compromising when…
• When both parties need to be “winners”
• When you can’t win
• When others are as strong as you are
• When you haven’t time to win
• To maintain the relationship
8
Conflict Management
Compromising when…
• When you are not sure you are right
• When you get nothing if you don’t
• When stakes are moderate
• To avoid giving the impression of “fighting”
9
Conflict Management
Forcing
• When one party imposes the solution on the other party
• “win-lose” situation, wins at the expense of the loser
• Does not always address the underlying source of conflict and often reduces team morale
9
Conflict Management
Forcing when…
• When you are right
• When a do-or-die situation exists
• When stakes are high
• When important principles are at stake
• When you are stronger
9
Conflict Management
Forcing when…
• To gain status or power
• In short term (one time) deals
• When the relationship is unimportant
• When a quick decision must be made
9
Conflict Management
Smoothing / Accommodating
• Emphasize areas of agreement
• Tends to downplay conflict instead of solving conflict
• May make sacrifices to satisfy the needs of the other party
9
Conflict Management
Smoothing / Accommodating when…
• To reach an overarching or higher goal
• To create obligation for a trade-off at a later date
• When the stakes are low
• When liability is limited
9
Conflict Management
Smoothing / Accommodating when…
• To maintain harmony
• When any solution will be adequate
• To create goodwill
• When you will lose anyway
• To gain time
9
Conflict Management
Withdrawing / Avoiding
• Temporary solution at best
• Conflict and source of conflict will continue through project life
• Some view as cowardice and unwillingness to address the conflict situation
9
Conflict Management
Withdrawing / Avoiding when…
• When you can’t win
• When stakes are low
• When stakes are high, but you are not ready
• To gain time
9
Conflict Management
Withdrawing / Avoiding when…
• To unnerve your opponent
• To preserve neutrality or reputation
• When you think the problem will “go away”
• When you win by delay
9
Conflict Management
Conflict – Door stuck shut
• Throw shoulder into door and break it open
(Forcing)
• Ignore it, hope another will fix the door
(Withdrawing/Avoiding)
• Determine what is causing the door to be stuck and correct the problem
(Confronting / Problem solving)
Conflict Management
Preferred
• Problem-solving
• Compromising
Last Resort
• Forcing
Avoid
• Withdrawing / Avoiding9
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Introduction: Kenneth W. Thomas
Co-Author of the Thomas-Kilmann Conflict Mode Instrument which has sold four million copies
Member:Academy of ManagementAmerican Psychological
AssociationInternational Association for
Conflict Management Holds a PhD from Purdue Professor (retired), Naval
Postgraduate School (Graduate School of Business and Public Policy)
Teams, teams, teams
Organizations face increasingly complex problems
One solution is the use of teams, especially diverse teams that offer multiple perspectives
According to WSJ “ability to work in a team” is the second most important skill for graduating MBA’s
Our work with teams surfaced the need for conflict management
Research shows:
Diverse teams surface conflict that may decrease the team’s performance
Conflict can improve a team’s performance IF the conflict is managed well
Teams and Conflict
Appropriate method for handling conflict
Research shows that more collaborative teams tend to outperform less collaborative teams
Yet we know this is not true all the time
And it is more complex than “just be collaborative”
We needed a framework to steer teams through the complexities of conflict management.
The framework is boiled down here to five key lessons.
The Practical Problem:
One’s choices in a conflict . . .
the “conflict-handling modes”
Lesson 1
The condition in which the concerns of different
team members appear incompatible
Conflict
The Five Conflict-Handling Modes
Cooperativeness
Uncooperative Cooperative
A
sser
tive
nes
s
U
nas
sert
ive
Ass
erti
ve
Competing Collaborating
Compromising
AccommodatingAvoiding
The positive intentions and values
associated with different styles
Lesson 2
COLLABORATOR
AVOIDER
COMPROMISER
COMPETITORMay see accommodater as• Too nice, overly protective of
others’ feelings• Losing out, neglecting his or her
own interests• Soft-pedaling the truth, timid
ACCOMMODATERMay see competitor as• Insensitive to others’ needs and
feelings• Selfish, putting own desires
ahead of others’• Undermining trust and goodwill
in the team
Conflict Mode Stereotypes
Team members often stereotype other styles at their worst, framing them negatively in terms of their own values.
Competitors
Advocating positions that have merit
Value tough-mindedness, candor, having the courage of one’s convictions, making things happen
Collaborators
Finding innovative, win-winsolutions
Value innovation, open-mindedness, learning, consensus, win-win solutions
Compromisers
Providing moderation and balance
Value moderation, pragmatism, reciprocity, exchange
Avoiders
Managing time costs
Value conserving personal time and energy, being prudent and prepared, keeping meetings short
Accommodaters
Building goodwill and cohesiveness
Value support, generosity, goodwill, team cohesiveness
Adapted from figures 5 and 6, K. W. Thomas and G. F. Thomas, Introduction to Conflict and Teams
Positive Intentions andValues of Conflict Styles
The usefulness of each style in
appropriate situations . . .
and the need to negotiate among
conflict modes.
Lesson 3
Collaborating is especially desirable when:
conflicting concerns are too important to compromise or sacrifice
when innovative solutions are needed
when hard feelings need to be workedthrough
However, collaborating also requires:
time
interpersonal skills
integrative possibilities in the issue
trust
openness to new ideas
Two sides of collaboration
Each style has its own “temptations”. . .
dysfunctional behaviors that need to
be discouraged.
Lesson 4
Competitors monopolizing, not listening, or exaggerating.
Collaborators overanalyzing unimportant issues, continuing to problem-solve past the point of usefulness, or not being decisive when required.
Examples of Dysfunctional Behaviors
The challenges to problem-solving in teams
where different styles predominate . . .
and remedies to overcome them.
Lesson 5
Collaborating
1/2
Competing
2
Accommodating
3 1/2
Avoiding
0
Compromising
3
Dominant Modes*
* Figures show number of members who score highest on each conflict mode. One person was tied between collaborating and accommodating.
A Board of Directors with an Accommodating Flavor
Challenges
Difficulty asserting needs
Conformity
Reluctance to debate/challenge
Remedies
Polling members for needs
Norms of critical thinking
Using structured debates
Selected Challengesand Remedies for Accommodater Teams
Additional Value of the newly published Teams Booklet
Individuals:—Values that underlie your style
—Values behind your teammates’ style
—What you can learn from teammates
—Dysfunctional behaviors that people with your style should avoid
Whole Team:—Identify your team style—Consequences of your team style —The need for team to shift into collaboration—Barriers to collaborative problem-solving—Opportunity to establish constructive norms
Complex Elements of Conflict Management in Teams:
Knowing your basic options (the conflict-handling
modes)
Appreciating the contributions and limitations of your own and others' conflict styles
Negotiating for conflict modes that fit team issues
Discouraging dysfunctional behaviors associated with any mode
Addressing the special challenges posed by your team's dominant style(s)
Summary