Conflict management
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CHAPTER 1
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Chapter One
Introduction To
conflict management
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Learning outcomes
What Conflict Management is!
Five conflict management styles
The down sides of conflict
The benefits of conflict
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What Conflict Management is!
Conflict management is the process by which disputes are resolved,
where negative results are minimized and positive results are
prioritized. This key management skill involves using different tactics
depending on the situation, negotiation, and creative thinking.
Five conflict management styles
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Collaborating
I get what I want
Competing
Compromising
Avoiding
Accommodating
They get what they want
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Avoiding Style:
 Those who avoid conflict tend to be unassertive and uncooperative
while diplomatically sidestepping an issue or simply withdrawing from
a threatening situation.
 Use this when it is safer to postpone dealing with the situation or you
don’t have as great a concern about the outcome,
 E.g. if you have a conflict with a co-worker about their ethics of using
FaceTime on the job.”
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Accommodating Style:
 The opposite of competing, there is an element of self-sacrifice
when accommodating to satisfy the other person. While it may
seem generous, it could take advantage of the weak and
cause resentment.
 You can use accommodating when you really don’t care a lot
about the outcome but do want to preserve or build the
relationship,
 E.g. going out for lunch with the boss and agreeing, ‘If you want
to go for Thai food for lunch, that’s OK with me.’”
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Compromising Style:
 This style aims to find an expedient, mutually acceptable solution that
partially satisfies both parties in the conflict while maintaining some
assertiveness and cooperativeness.
 This style is best to use when the outcome is not crucial and you are
losing time;
 E.g. when you want to just make a decision and move on to more
important things and are willing to give a little to get the decision
made, be aware that no one is really satisfied.”
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Competing Style:
 Those who compete are assertive and uncooperative and willing
to pursue one’s own concerns at another person’s expense.
 Using this style works when you don’t care about the relationship
but the outcome is important,
E.g. when competing with another company for a new client. But,
she cautions, “Don’t use competing inside your organization; it
doesn’t build relationships.”
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Collaborating Style:
 A combination of being assertive and cooperative, those who
collaborate attempt to work with others to identify a solution that
fully satisfies everyone’s concerns. In this style, which is the opposite
of avoiding, both sides can get what they want and negative
feelings are minimized.
 “Collaborating works best when the long-term relationship and
outcome are important
 E.g. planning for integrating two departments into one, where you
want the best of both in the newly formed department,” Dr. Benoliel
says.
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The Downsides of Conflict
Escalation
Conflict escalation is the process by which conflicts grow in severity
over time. This may refer to conflicts between individuals or groups in
interpersonal relationships, or it may refer to the escalation of hostilities
in a political or military context.
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Stagegs of Conflict Escalation
 Stage 1: hardening. ...
 Stage 2: debates and polemics. ...
 Stage 3: actions, not words. ...
 Stage 4: images and coalitions. ...
 Stage 5: loss of face. ...
 Stage 6: strategies of threats. ...
 Stage 7: limited destructive blows.
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Winners and Losers
The There scenarios are that:
both side feel as losers,
both feel winners or
one feels as a winner and one the loser.
This is going to give a good feeling to someone and leave a
scar on someone's hears.
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Manipulation (by the mediator)
There might be personal question during the process that
are better not to be disclosed. Especially of a third party is
involved.
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Limited effect (especially in compromising)
The resolution may not have the maximum effect, in other
words it may leave some untreated feelings.
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Time Consuming
Time is money. The process may take a lot from
manager’s time, employee’s time and the firm’s time.
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The average person spends nearly three hours each
week dealing with conflict at work, according to a study
by CPP Global.
Managers report spending18 % to 26 % of their time
dealing with conflicts.
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In Addition
 Sometimes we are upset with people and they have no
idea!
 Be careful unspoken disagreement can have
consequences. Jeanne Brett, a negotiation Professors
says“ Conflict that is not expresses can be worse than
conflict that is”
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The Benefits of Conflict
Better work outcomes
When you and your co- workers push one another to continuously ask
if there’s a better approach, that creative friction is likely to lead to
new solutions.
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Opportunity to learn and grow
As uncomfortable as it may feel when someone challenges your
ideas, it’s an opportunity to learn. You gain experience from
incorporating feedback, try new things, and evolve as a manager.
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Improved relationships
By working through conflict together, you’ll feel closer to the people
around you and gain a better understanding of what matters to them
and how they prefer to work.
You’ll also set an important precedent:
that it’s possible to have “good” fights
and then move on.
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Job satisfaction
When you’re not afraid to constructively disagree, or even fight,
about issues at work, you’re likely to be happier to go to the office, be
satisfied with what you accomplish, and enjoy interactions with your
colleagues.
“Win-Win Relationship”
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Conclusion
Since we spend so much time engaged in disagreements,
it’s worth our effort to get them right to temper our
reactions and manage the conflict so that it’s more
productive.
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End of chapter one