Conflict Defined
 Cold Conflict



 functional little to no emotion builds consensus enhances relationships
 Hot Conflict


 dysfunctional much emotion destroys relationships
1

Factors Influencing
Hot Conflict
 Attitudes
 Control imbalance
 Outcome importance
 Perceptions of:
 interdependence

 different goals being kept from goals
2

The Conflict Process
 Analysis
 Frustration
 Conceptualization



Behavior
Other’s reactions
Outcome
3

Consequences of Conflict
 Decreased productivity
 Low morale
 Absenteeism
 Stress
 Turnover
 Law suits
 Violence
4

Types of Conflict
 Interpersonal
 Individual - Group
 Group - Group
5

Sources of Conflict
Hidden
 Fear





Embarrassment
Distrust
Hurt
Anger
Uncertainty
6

Sources of Conflict
Surface
 Interdependence
 Jurisdictional Ambiguity
 Communication
 Culture and Value
 Difficult Personalities
7


Types of Difficult People
Aggressive






Tank
Grenade
Sniper
Know-it-all
“No” person
Whiner
 Passive

“Yes” person


Bump-on-a-log
‘Round-to-it
8

Angry Customers
 Aggressive Behaviors





Warriors
Unloaders
Child
Blamer
Gunny Sacker
 Passive Behaviors
 Survivalists


Guiltmakers
Pretenders
9

Handling Diversity Disputes


Increase scope of diagnoses
Validate the other groups’ culture and viewpoint
 Encourage workplace diversity
 Identify power and control imbalances and redistribute where appropriate
10

Individual Differences in
Dealing with Conflict
 Personality traits versus learned behavior
 Relationship of disputing parties
 Gender differences
 Past conflict experiences
 Conflict response style
11

Conflict Response Styles
The Sage
 Problem-solver
 Win/Win orientation
 Cooperative problem solving
 Emphasis on preserving relationship and meeting own goals as well as that of others

Conflict Response Styles
The Diplomat
 Goal-oriented
 Compromising orientation
- provide evidence
- persuasion
 Emphases on relationship and each other’s goals

Conflict Response Styles
The Ostrich
 Avoidance
 Withdrawal orientation
- quit
- complaining to others
 Over-emphasis is on preserving relationship

Conflict Response Styles
The Philanthropist
 Accommodating
- smoothing and conciliation
 High concern for satisfying needs of others

Conflict Response Styles
The Warrior
 Win/Lose orientation
- winning at all costs
 Potential problem creator
 Focus on own goals

Conflict Management Stages
Stage 1: Analysis
 Determine best strategy to use



Dictation
Arbitration
Mediation
 Negotiation
 Identify all sources of conflict
17

Conflict Management Stages
Stage 1: Analysis
 Dictation is best when :







 parties are irrational no trust exists too angry to be realistic have mental health issues alcohol or drugs are involved when violent behavior is potential parties have poor communication skills there are time constraints
18

Conflict Management Stages
Stage 1: Analysis


Mediation and negotiation are best when:



 parties are rational parties want to work out a solution together some trust still exists there are no time constraints
Arbitration
 same as mediation but use when parties get stuck during mediation
19

Ury Negotiation Model




Don’t react
Don’t argue
Don’t reject
Don’t push
 Minimize escalation
20

Conflict Management Stages
 Stage 2: Confrontation
 Story telling
 Stage 3: Resolution



Problem and sources have been identified
Alternative resolutions are brainstormed
Mutually agreeable solution chosen
 Agreement to monitor changes in the future
21

Summary of Conflict
Management Stages
 Stage 1: Analysis


Decide strategy


 dictation arbitration mediation/negotiation
Identify all conflict sources
 Stage 2: Confrontation
 Storytelling
 Stage 3: Resolution
 Brainstorm solutions


Choose solution
Agree to monitor/change
22

Managing Workplace Conflict
Interpersonal Communication
Techniques
 Active listening
 Reflecting
 Empathy
 Questioning
 Highlight common goals
 Creating trust
 Inquiring silence
23

Managing Workplace Conflict
Active Listening Means
Using nonverbal gestures to let employees
 know their concerns are being heard .
eye contact
 head nodding
24

Managing Workplace Conflict
Reflecting Means
Seeking clarification through paraphrasing of what each individual has said.
 Open-ended vs. closed-ended questions
25

Managing Workplace Conflict
Communication Reminders

Use “I” rather than “you”
 Focus on behaviors, not personality
 Give clear and specific examples
 Explain impact of inappropriate behaviors on others
26

Dealing with Difficult People




Direct Intervention

 address behavior explain impact of behavior on others
Indirect Intervention
 positive feedback when appropriate behavior is used
Direct Coping
 separate difficult employee from others
Indirect Coping
 provide training to others on dealing with difficult personality
27

Effectiveness of Techniques
Depends on:

Disputing parties’ communication skills
 Conflict perspective
 Power distribution
 Personal accountability
28

Preventing Workplace Conflict






Well-written job descriptions
Unambiguous policies
Clarification of roles and expectations
Training on new policies
Conflict management training
For teams, clarification of levels of authority
29

Managing Workplace Conflict
Steps for Mediation
Step 1 : Stabilize the setting


 greet parties use interpersonal communication techniques confirm neutrality
30

Managing Workplace Conflict
Steps for Mediation
Step 2 : Help disputants communicate
 both parties tell their side without interruption
 clarify unclear issues
 summarize main problems
 focus on areas of agreement
 prioritize what needs to be settled
31

Managing Workplace Conflict
Steps for Mediation
Step 3 : Help parties negotiate
 seek cooperation
 help them explore alternative solutions
 allow venting but no accusations
32

Managing Workplace Conflict
Steps for Mediation
Step 4 : Clarify their agreement

 summarize the agreement terms state each parties’ role in implementing the agreement
(who does what, when, where, how)
 explain follow-up process
33