presentation prepared by: nader h. chaaban, ph.d. montgomery college rockville, maryland...
TRANSCRIPT
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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CONFLICT MANAGEMENT
Sources of Conflict
Desirability of Conflict
Types of Conflict
Undesirability of Conflict
Game Theory
Toward Conflict Management
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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.
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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.
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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)
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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
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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.
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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.
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TOWARD CONFLICT MANAGEMENT
Conflict management is defined as “the opportunity to improve situations and strengthen relationships” (BCS, 2004).
–proactive conflict management
–collaborative conflict management
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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..
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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.
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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.
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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.
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TOWARD CONFLICT MANAGEMENT
Unilateral negotiation strategies include:
The trusting collaboration strategy.The open subordination strategy.The firm competition strategy.The active avoidance strategy.
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TOWARD CONFLICT MANAGEMENT
Interactive negotiation strategiesTrusting collaborationPrincipled negotiationFirm competitionSoft competitionOpen subordinationFocused subordinationActive avoidancePassive avoidanceResponsive avoidance
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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.
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TOWARD CONFLICT MANAGEMENT
The Continuum of Decision-Making Behavior has been described as including four styles of decision making:
TellsSellsConsultsJoins
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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.
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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.
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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.
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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.
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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.
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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.