The Nature of Conflict 1
Conflict Survival Kit
Second edition
Griffith & Goodwin
Class Name
Instructor Name
Date, Semester
Performance Competencies
After you have finished reading this chapter, you
will be able to:
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Describe the general nature of conflict
Describe the costs of unresolved conflicts in
organizations and among individuals
Articulate a definition of conflict
Differentiate between positional and interest-based
approaches to addressing conflict
How Does Conflict Affect Us?
The win/lose paradigm of conflict is
pervasive in our culture, as evidenced
by:
Global Conflict
Politics
Depictions in TV,
movies, games,
other media
Lawsuits
Neighbor disputes
Employment
disputes
Uncivil discourse
Social Media
Strained
relationships
Is Conflict Bad?
These responses, though appropriate under some
circumstances, are often not wholly constructive in
resolving conflict:
• Avoidance – generally out of fear
• Accommodation – conceding often at the sacrifice our own
interests
• Competition – often at the cost of maintaining positive
relationships
• Compromise – we win some, but also lose some
A Better Response: Collaboration
Collaboration encourages a focus on both:
• Achieving the best outcome for both parties; and
• Supporting the on-going relationship between the parties
Is Conflict Bad?
• We often fail to engage in collaborative approaches
because of our perception that achieving both
positive outcomes and supporting relationships is
possible
• Change this perception and we change our outlook
about what may be achieved
• Conflict is neither good nor bad; instead, conflict can
offer opportunities for change and positive outcomes
A Deeper Look at Conflict
Conflict involves
• Interdependent parties – we are often in conflict because one
party needs something from the other
• Incompatible interests – perception that one party’s wants,
needs, values and goals cannot be met except by exclusion of
other party’ s interests
• Competition – perceive conflict as win-lose proposition
The Solution: Communicate!
• If parties dig deeper into why they are in conflict, they
may uncover underlying interests that have not been
addressed
• They may also learn that their interests are more
compatible than they initially realized
Two Approaches to Addressing
Conflict: Positional & Interest-based
Positional
• Parties hold firm to positions
• No concern about exploring underlying interests
• Typically, a contest of wills
• Not effective if on-going relationship with other party
matters
Two Approaches to Addressing
Conflict: Positional & Interest-based
Interest-based
Takes into consideration underlying needs,
wants, values and goals of the parties
More efficient than positional approaches
because it eliminates game playing
• Focuses on:*
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Preserving, even improving, parties’ relationship
Meeting legitimate interests of both parties
Resolving conflicting interests fairly
Durability, i.e., lasts beyond the hand shake
Taking account interests of others affected by
agreement
*(Based on: Fisher, Ury, Getting to Yes)
Challenges about Managing Conflict
Not all organizations look to their managers to address
conflicts because:
• Over-reliance on “professional” conflict management specialists
and formal processes instead of reliance on managers “on the
ground” who are equipped and empowered to resolve conflicts
as they arise
• Failure to adopt current management paradigms where
managers must take facilitator and/or mediator roles when
managing teams
The Good News about Managing
Conflict in Today’s Organization
o There is a clear need for informal, internal conflict
resolution specialists who serve in such roles as part of
their regular duties
o The aspiring manager who demonstrates effective
conflict management skills and competencies has a
“leg up” for hiring and advancement opportunities
o You are capable of mastering the concepts, tools and
strategies to effectively manage conflict in your
organization
Class Quiz
1. Describe five examples in today’s society
demonstrating conflict as typically involving winners
and losers
2. Describe the four ways individuals typically respond
to conflict that are less effective and the one way
that is more effective
3. List and describe the three components defining
conflict
4. Compare and contrast interest-based and positional
approaches to resolving conflict
Case: Confrontation vs. Cooperation
(Class Discussion)
Overview: Joe (manager) observes conflict between
Tina (customer service rep.) and Maria (customer)
and must step in to restore a damaged customer
relationship
Read Case and Role Profiles
Case questions:
• Should Joe take a positional bargaining approach
by apologizing for Tina’s rudeness and
inconvenience but holding firm on the store’s
policy?
• Or should he seek a win/win by accepting the
return, even though it goes against store policy, in
exchange for restoring Maria’s goodwill and the
hope of gaining repeat business?
• Is there a third approach?
• Which approach would you use? Why? Defend
your answer