Managing Resource Strategy

Strategic HRMManaging Conflict1Project Management TechniquesLearning ObjectivesDiagnose functional versus dysfunctional conflict.Identify the causes of conflict in organisations.Identify the different forms of conflict.Understand the defense mechanisms that individuals exhibit when they engage in interpersonal conflict.Describe effective and ineffective techniques for managing conflict.Understand five styles of conflict management, and diagnose your own preferred style.2Learning GoalsDefine conflict and conflict behavior in organisationsDistinguish between functional and dysfunctional conflictUnderstand different levels and types of conflict in organisationsAnalyse conflict episodes and the linkages among them3Defining ConflictConflict: any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition for two or more partiesFunctional conflict: a healthy, constructive disagreement between two or more peopleDysfunctional conflict: an unhealthy, destructive disagreement between two or more people

4Consequences of ConflictPositiveLeads to new ideasStimulates creativityMotivates changePromotes organisational vitalityHelps individuals and groups establish identitiesServices as a safety valve to indicate problemsNegativeDiverts energy from workThreatens psychological wellbeingWastes resourcesCreates a negative climateBreaks down group cohesionCan increase hostility and aggressive behaviours5Learning Goals (Cont.)Understand the role of latent conflict in an episode and its sources in an organisation

Describe a conflict management model

Use various techniques to reduce and increase conflict

Appreciate some international and ethical issues in conflict management6Introduction Definition of Conflict DefinitionOpposition

Incompatible behavior

Antagonistic interaction

Block another party from reaching her or his goals7Range of conflict behavior

Doubt or questioning Annihilation of opponentIntroduction Key Elements and Conflict EventsKey elementsInterdependence with another partyPerception of incompatible goals

Conflict eventsDisagreementsDebatesDisputesPreventing someone from reaching valued goals8Introduction - GeneralConflict is not always bad for an organisation

Do not need to reduce all conflict

Conflict episodes: ebb and flow of conflict

An inevitable part of organisation life

Needed for growth and survival

Conflict management includes increasing and decreasing conflict

Major management responsibility9Functional and Dysfunctional ConflictFunctional conflict: works toward the goals of an organisation or group

Dysfunctional conflict: blocks an organi-zation or group from reaching its goals

Dysfunctionally high conflict: what you typically think about conflictDysfunctionally low conflict: an atypical viewLevels vary among groups10Functional conflictConstructive Conflict--Mary Parker Follett (1925)

Increases information and ideas

Encourages innovative thinking

Unshackles different points of view

Reduces stagnation

Organizational Behavior - Integrating Individuals, Groups, and Organizations, 4th Edition by Joseph E. Champoux

11Dysfunctionally high conflictTension, anxiety, stress

Drives out low conflict tolerant people

Reduced trust

Poor decisions because of withheld or distorted information

Excessive management focus on the conflict12Dysfunctionally low conflictFew new ideas

Poor decisions from lack of innovation and information

Stagnation

Business as usual13Levels and Types of Conflict14IndividualGroupOrganisationType of conflictLevel of conflictWithin and between organisationsWithin and between groupsWithin and between individualsAvoid.15

Conflict Management StylesAvoidingMaking a deliberate decision to take no action or stay out of a situationAccommodatingShowing more concern for the other partys goals than for your ownCompetingWilling to satisfy your interests at the other partys expenseCompromisingEach party giving up something to reach a solutionCollaboratingDiscussing the conflict and arriving at a solution satisfactory to both parties

16Which Style WhenIn what circumstances are these styles most appropriate?17Thomas-Kilmann Conflict Mode Instrument - https://www.cpp.com/pdfs/smp248248.pdfCollaboratingTo find an integrative solution when both sets of concerns are too important to be compromisedWhen your objective is to learnTo merge insights form people with different perspectivesTo gain commitment by incorporating concerns into a consensusTo work through feelings that have interfered with a relationship 18CompromisingWhen goals are important but not worth the effort or potential disruption of more assertive modesWhen opponents with will power are committee to mutually exclusive goalsTo achieve temporary settlements to complex issuesTo arrive at expedient solutions under time pressureAs a back-up when collaboration or competition is unsuccessful

19AvoidingWhen an issue is trivial or more important issues ar pressingWhen you perceive no chance of satisfying your concernsWhen potential disruption outweighs the benefits of resolutionTo let people cool own and regain perspectiveWhen gathering information supersedes immediate decisionWhen others can resolve the conflict more effectivelyWhen issues seem tangential or symptomatic of other issues20AccommodatingWhen you find you are wrong to allow a better position to be heard, to learn, and to show your reasonablenessWhen issues are more important to others than to yourself to satisfy others and maintain cooperationTo build social credits for later useWhen harmony and stability are especially importantTo allow employees to develop by learning from mistakes21Managing Conflict Reminder of Terms22Managing Conflict Outcomes23

Ineffective TechniquesNonactionDo nothingSecrecyTry to keep conflict out of viewAdministrative orbitingDelay action to buy timeDue process nonactionSet up a conflict procedure too costly and risky to useCharacter assassinationLabel or discredit an opponent24Effective TechniquesSuperordinate goalsAppeal to an organisational goal that is more important to both parties than individual or group goalsExpanding resourcesProvide more resourcesChanging personnelTransfer or fire the individual causing the conflictChanging structureCreate an integrator role or cross-functional teamConfronting and negotiatingDiscuss the problem openly and work together toward a mutually beneficial solution25Negotiating as a StrategyNegotiating is a useful strategy whenThere are two or more partiesThere is a conflict of interestEach party believes it can use its influence to obtain a better outcomeThe parties prefer to work together rather than fight openly, give in, break off contact, or take the dispute to a higher authority2627

Closing Thoughts - Three Organisation Views of Conflict28

Some Resources on ConflictArizona Video on Conflicthttp://www.youtube.com/watch?v=hv9FEuk4MhkManaging Conflict in a Small Team Setting (Article)http://www.youtube.com/watch?v=Jj4nJ1YEAp4

Daniel Goleman:http://www.youtube.com/watch?v=NeJ3FF1yFychttp://www.youtube.com/watch?v=UPocFijPKxATowanda

29ConclusionsThis chapter defined conflict as any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties.In-depth review of the causes of conflict; the types of conflict; the options for resolving or reducing conflict; the outcomes of conflict management30