conflict management
TRANSCRIPT
CONFLICT MANAGEMENT
Jonathan M. Carretas, RN., Ll.B. (c)
Conflict
It is an interpersonal process arising from disagreements over the goals to attain or the methods to be used to accomplish goals.
(John Newstrom, 2007)
Causes of Conflicts
Method Goals Task Interdependence Ambiguity of Roles Ambiguity of Policies, Rules Personality Differences Ineffective Communication Competition over Scarce Resources Personal Stress Underlying differences in Attitudes, Beliefs,
and Experiences
Model of Conflicts Resolution Process
Causes of Conflicts
•Organizational Change• Different Values• Threat to Status• Contrasting
Perceptions• Personality Clashes
Perception of Conflicts
• Constructive• Destructive
Participants’ Intentions
• Winning• Losing
Resolution Strategies
• Avoiding• Smoothing• Forcing
• Compromising• Confronting
Conflict Outcome
• Lose-Lose• Lose-Win• Win-Lose• Win-Win
END
Examples of Conflict Resolution
1. Soft words win hearts2. Come now and let us reason this thing together3. The arguments of the strongest always have
the most weight4. You scratch my back, I’ll scratch yours5. The best way of handling conflicts is to avoid
them6. When one hits you with a stone, hit him with
bread7. If you cannot make a person think as you do,
make him do as you think
Examples of Conflict Resolution
8. Better have a half loaf than no bread at all9. If someone is ready to quarrel with you, he
isn’t worth knowing10. Smooth words make smooth ways11. By digging and digging, truth will surface12. He who fights and runs away, lives to run
another day13. A fair exchange brings no quarrel14. Kill enemies with kindness15. Avoid quarrelsome people, they will make life
miserable
Ten Tips for Success
Be Yourself – Cultivate desirable qualities
Be Alert – Look for opportunities to express yourself
Be Positive – Determine your goal and the route to it
Be Systematic – Take one step at a time Be Persistent – Hold you course
J. Maurus
Ten Tips for Success
Be a Worker – Work your brain more than your body
Be a Student – Know your work Be Fair – Treat others as you would like
to be treated Be Temperate – Avoid excess in
anything Be Confident – Have faith in yourself
and in GodJ. Maurus
Activity: Me and My Conflicts and Resolutions
Answer the following questions honestly.
(3 Questions)
1. Identify / narrate the conflicts or problems you encountered since 1st Year College up to the present. Include your recent experiences before or during Intrams/College Week.
2. How did you resolve the conflicts?3. What lessons did you learn from it?
Conflict
The consequence of real or perceived differences in mutually exclusive goals, values, ideas, attitudes, beliefs, feelings, or actions
• Intrapersonal conflict: Within one individual• Interpersonal conflict: Between two or
more individuals• Intragroup conflict: Within one group• Intergroup conflict: Between two or more
groups
Conflict (continued)
Conflict is dynamic It can be positive or negative A certain amount of conflict is
beneficial to an organization Aggressive behavior can occur Scapegoating may occur Conflict may be covert and
inappropriate
Conflict (continued)
Competitive conflict is a victory for one side and a loss for the other side
Disruptive conflict does not follow any mutually acceptable set of rules and does not emphasize winning
Conflict Can Inspire Change By:
Increasing sensitivity to an issue Inspiring people to develop new
ideas or identify new methods for solving problems
Helping people become more aware of tradeoffs, especially costs versus benefits
Motivating people to improve performance, effectiveness, and satisfaction
The Conflict Process
Antecedent Conditions
Associated with increases of conflict Propel a situation toward conflict Based on incompatible goals
Most important antecedent condition to conflict
Individuals and organizations have multiple goals that change over time
Antecedent Conditions (continued)
Role conflicts Defined as other people’s expectations
regarding behavior and attitudes Task interdependence is another potential
source of conflict
Antecedent Conditions (continued)
Structural conflict Structural relationships (superior to
subordinate, peer to peer) provoke conflict because of poor communication
Competition for resources, opposing interests, or lack of shared perceptions or attitudes
Antecedent Conditions (continued)
Competition for resources Can be internal or external
Values and beliefs Result from an individual’s socialization
experience
Distancing mechanisms or differentiation serve to divide a group’s members into small, distinct groups, thus increasing the chance for conflict.
Unifying mechanisms occur when greater intimacy develops
Perceived and Felt Conflict
Parties involved view situations or issues from differing perspectives
Perceived conflict Each party’s perception of the other’s position
Felt conflict Negative feelings between two or more
parties
Conflict Behaviors
Result from the parties’ perceived or felt conflict
May take the form of aggression, competition, debate, or problem solving
May include covert behavior Indirect tactics, such as scapegoating,
avoidance, and apathy
Conflict Resolution or Suppression
Resolution: A mutually agreed-upon solution that both parties commit themselves to
Suppression: One person or group defeats the other
Optimal solution: Both parties see themselves as winners and the problem is solved
Filley’s Strategies
Win-lose One party exerts dominance, the other party
submits and loses Lose-lose
Neither side wins Win-win
Focuses on goals and meeting the needs of both parties
Consensus involves attention to facts and the position of the other parties
Integrative Decision Making
Focuses on the means of solving a problem rather than the ends
Most useful when the needs of the parties are polarized
Confrontation Considered the most effective means for
solving conflicts Problem-oriented technique in which the
conflict is brought out into the open Attempts are made to resolve it through
knowledge and reason Goal is to achieve win-win solutions Delivered in private as soon as possible
Other Strategies
Negotiation Involves give-and-take on various issues
among the parties Seeks to achieve agreement even though
consensus will never be reached Can be guided by Levenstein’s ten
commandments for negotiators
Other Strategies
Levenstein (1984) Clarify the common purpose. Keep the discussion relevant. Get agreement on terminology. Avoid abstract principles; concentrate on the
facts. Look for potential tradeoffs. Listen. Avoid debating topics; use persuasive tactics. Keep in mind the personal element. Use logic logically. Look for solutions that satisfy the other person’s
real interests.
Collaboration Mutual attention to the problem, in which the
talents of all parties are used. The most effective method of conflict
resolution. Compromise
Used to divide the rewards between both parties.
Neither gets what he or she wants Lose-lose atmosphere happens because they
are only partially satisfied Competition
An all-out effort to win, regardless of the cost. Uses authority-obedience approach. Enforces rule of discipline. Other
Strategies
Accommodation An unassertive, cooperative tactic used when
individuals neglect their own concerns in favor of others’ concerns
Self-sacrifice Suppression
In situations where conflict is discouraged Could include elimination of one of the
conflicting parties through transfer or termination
Other Strategies
Avoidance Participants never acknowledge that a
conflict exists Used by groups who do not want to do
something that may interfere with their relationships.
Neutrality is maintained Withdrawal
Simply removes one party Smoothing
Complimenting opponent, downplaying differences, focusing on areas of agreement Other
Strategies
Forcing Method that yields an immediate end to the
conflict but leaves the cause of the conflict unresolved
Resistance Can be positive or negative
Other Strategies
Managing Conflict
Conflict management begins with a decision regarding if and when to intervene
Sometimes it is best to postpone intervention Increased intensity can motivate participants
to seek resolution
Rules for Mediating Conflict
Protect each party’s self-respect Do not put blame or responsibility for the
problem on the participants Allow open and complete discussion of
the problem from each participant Maintain equity in the frequency and
duration of each party’s presentation
Rules for Mediating Conflict
Encourage full expression of positive and negative feelings in an accepting atmosphere
Make sure both parties listen actively to each other’s words
Identify key themes in the discussion Encourage the parties to provide frequent
feedback
Rules for Mediating Conflict
Help the participants develop alternative solutions
At an agreed-upon interval, follow up on the progress of the plan
Give positive feedback to participants
Bullying: A Unique Case of Conflict
Bullying involves abuse of power Several strategies to confront bullies
Don’t blame yourself Learn how to bully-proof yourself Confront the bully Avoid the bully if possible Keep a record