Got Conflict?Got Conflict?Managing Conflict on Global Teams

Presented toSTC Atlanta Currents Conference

April 17, 2010p ,Judith L. Glick-Smith

770-633-5582judy@cliffordsells comjudy@cliffordsells.com

ObjectivesObjectivesRaise awareness of the mechanics of the conflict spiral

Provide information about the various conflict styles yand when each is appropriate to use

Discuss the specialDiscuss the special challenges of global and cross-cultural teams

Describe the toolsDescribe the tools available for managing conflict and building mutually sustainable teamsmutually sustainable teams

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IntroductionIntroductionNo two people have the same goals and desires

Conflict can occur when people are at odds with theirConflict can occur when people are at odds with their goals and desires

Escalation happens when communication breaks down or is misinterpretedor is misinterpreted

Cultural differences can magnify miscommunication

Each of us responds to conflict differently based on our own conflict style and our attributions about the situation

Conflict cannot be eliminated; however it can be ;managed

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Classic Conflict Spiral

Perceptions become Distorted

Conflict goes Outside the Community

s

Sense of Crisis Emerges

Communication Stops

Resources are Committed

the Community

me

P bl

Sides Form

Positions Harden

Intensity

Tim Problem emerges

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How We Respond to ConflictHow We Respond to Conflict

Your predominant conflict styleThomas-Kilmann Conflict Mode Instrumentwww.kilmanndiagnostics.comMaps to MBTI

Using knowledge of styles to help manage conflictmanage conflict

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What is Your Predominant Conflict Style?What is Your Predominant Conflict Style?

Competition CollaborationHigh aggressiveness

Self

Compromise

cern

for

Low

Con

Avoidance AccommodationLow aggressiveness

Low Cooperation High Cooperation

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Concern for Others6

CompetingCompeting

Assertive

Uncooperative

The goal is to “win”g

You satisfy your own concerns at the other

’person’s expense.

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CollaboratingCollaborating

Assertive

Cooperative

The goal is to “find a gwin-win solution”

When collaborating, t t fi dyou try to find a

solution that satisfies both people’s p pconcerns.

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CompromisingCompromising

Intermediate in assertivenessassertiveness

Intermediate in cooperativeness

The goal is to “find a middle ground”

You try to find an acceptable settlement that only partiallythat only partially satisfies both people’s concerns.

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AvoidingAvoiding

Unassertive

Uncooperative

The goal is to “delay”g y

When avoiding, you sidestep the conflict

ith t t i twithout trying to satisfy either person’s concerns.

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AccommodatingAccommodating

Unassertive

Cooperative

The goal is to “yield”g y

You attempt to satisfy the other person’s

t thconcerns at the expense of your own.

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Goal-oriented View

Conflict Style Concern for Self

Concern for Others Goal

Competition High Low Win-Lose

Collaboration High High Win-Win

Compromise Intermediate IntermediateBoth give up something; both gainboth gain

Avoidance Low Low Neither gets what they needy

Accommodation Low High You win at my expense

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Summary of Conflict Styles

There is no one perfect style

Choose the appropriate style for the situation

Be aware of others’ styles and adjust your own accordingly based on your goals for the situationaccordingly based on your goals for the situation and the relationship

Take personal responsibility for the outcomep p y

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Communication StylesCo u ca o S y esHigh-context Cultures Low-context Cultures

Eastern and indigenous peoples Western cultures (e.g., United States)g p p

Group oriented

Knowledge is situational, relational

( g , )

Rule oriented, people play by external rules

More knowledge is codified publicrelational.

Homogeneous

Group is valued over the individual; strong boundaries

More knowledge is codified, public, external, accessible, and transferable

Heterogeneous

Task centered Decisions and activitiesindividual; strong boundaries

Many things left unsaid, relying on the cultural context

Task-centered. Decisions and activities focus around what needs to be done, division of responsibilities

Individual-oriented; More interpersonalStrong sense of history and tradition

Individual-oriented; More interpersonal connections of shorter duration

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Creating a Micro-culturegAdjust to the other’s values attitude, or style

k hTake the time to communicate with the other cultureFoster a collaborativeFoster a collaborative environmentFacilitate the ability to intentionally shift theintentionally shift the cultural frame of referenceCreate new meanings and references within this newreferences within this new collaborative relationship

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Conflict Management Continuumen

tious Self-

Management:Individual

Alternative Dispute Resolution en

tious Arbitration

Litigation

st C

onte Individual

InterpersonalGroup

Resolution (ADR):Ombuds

st C

onte Violent

Response (e.g., War)

Leas Group

Mediation Mos

( g , )

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Tools and TechniquesTools and Techniques

Authenticity Training

Ombuds

Mediation

Peace Circles

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Authenticity TrainingAuthenticity Training

Facilitates self awarenessFacilitates self-awareness

Facilitates self-management

Helps people identifyHelps people identifyPersonal goalsChosen place in the world

d i h i iand in the organizationPerceived contributionConflict styles and how to yuse them effectively

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Links Between Personal Authenticity and Conflict ManagementConflict Management

Mischel and DeSmet (Handbook of Conflict Resolution: Theory and Practice p 258-270):Resolution: Theory and Practice, p. 258 270):

Effective self-regulation and conflict management skills result in the ability to shape futures in constructive directionsfutures in constructive directionsSelf-regulation lessons if people lose sight of their goals in the midst of conflict, which can cause conflict to escalatecause conflict to escalate Flexible goals and goals pursuit can be used as a cooling strategy for dealing with conflictBackcasting promotes creativity in conflict situations

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Links Between Personal Authenticity and Conflict ManagementConflict Management

Lewicki and Wiethoff (Handbook of Conflict Resolution: Theory and Practice p 97 101):Theory and Practice, p. 97-101):

Gabarro’s research shows that identity-based trust (IBT) “is enhanced if the parties spend time sharing

l l ti ti d l ”personal values, perceptions, motives, and goals”“The existence of trust between individuals makes conflict resolution easier and more effective”

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What is the “Authentic Self”?What is the Authentic Self ?True self

Optimal self-esteem

Central gyroscope

Emotional intelligence

Who you are at your core

The basis for how you make decisions, how you work, how you live your life, andhow you live your life, and how you relate to others

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Getting Getting ahead of the conflict pi l spiral

involves personal personal awareness … of the situationsituation…and of yourself.y s f

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OmbudsOmbuds

Ombuds offices provide a confidential outlet for employees

S lkFor more information, see:

Someone to talk to without fear of retribution

www.odr.org

Someone who will help the employee

ith tiwith options

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MediationMediation

Not just for divorce casescases

Not just for the courts

Healing disputes andFor more information, see:

Healing disputes and relationships in the organization

www.godr.org

Using a registered mediator

M i t i iMaintaining confidentiality

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Peace CirclesPeace Circles

Peace circles work well for larger groupsfor larger groupsBased on peace circle concept used by the Fi t P l

For more information, see:First PeoplesProvides a safe environment for

www.acrnet.org

people to voice concerns and know that they will be hearda y b a dExcellent for healing long-term relationships

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Conclusion

Be aware of when conflict begins.

Use the appropriate communication style and conflict style.

Strive to establish a micro-culture within yourStrive to establish a micro-culture within your team.

Make decisions from a place of personal p pauthenticity.

Use the many tools and techniques available for i fli t b f it b i t t blmanaging conflict before it becomes intractable.

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Additional ReadingDeutsch, M., & Coleman, P. T. (Eds.). (2000). The handbook of conflict resolution: Theory and practice.S F i J h Wil & SSan Francisco: John Wiley & Sons.

Fisher, R., Ury, W., & Patton, B. (1991). Getting to yes: Negotiating agreement without giving in. New York: g g g g gPenguin Books.

Mischel, W., & DeSmet, A. L. (2000). Self-regulation in the service of conflict resolution The handbook ofthe service of conflict resolution. The handbook of conflict resolution: theory and practice , 256-275. (M. Deutsch, & P. T. Coleman, Eds.) San Francisco, CA: John Wiley & SonsJohn Wiley & Sons.

Wilmot, W. W., & Hocker, J. L. (2001). Interpersonal Conflict. New York: McGraw-Hill Higher Education.g

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Questions

February 24, 2010 28

Thank you!

If you have additional questions you may t t J d Gli k S ith tcontact Judy Glick-Smith at:

judy@cliffordsells.com

June 2009 STC Financial Crisis Virtual Town Hall Slide 29February 24, 2010 29