Chapter 8
Resolving Conflict and Achieving
Emotional Balance
Learning Objectives
After studying Chapter 8, you will be able to:
 List
and describe the causes of workplace conflict.
 Utilize
assertiveness skills in conflict situations.
 Understand
when and how to implement effective
negotiation skills.
 Identify
key elements of the conflict resolution process.
 Describe
how emotions influence thinking and behavior.
 Describe
factors that influence emotional development.
 Learn
how to deal with your anger and that of others.
 Describe
strategies for achieving emotional control.
© 2012 Cengage Learning. All rights reserved.
8–2
A New View of Conflict
• Traditional (Negative) View
– A clash between incompatible people, ideas, or
interests
• New (Positive) View of Conflict
– As a meaningful opportunity for personal growth
through the development and constructive use
of conflict resolution skills
– As necessary for effective problem solving and
for effective interpersonal relations
© 2012 Cengage Learning. All rights reserved.
8–3
Finding the Root Causes of Conflict
• Unless the root cause (trigger) is
identified, conflict is likely to recur
• If the trigger…
– Stimulates constructive conflict, it can
be allowed to continue
– Stimulates destructive conflict, steps
need to be taken to correct the problem
How do you distinguish the difference between
constructive and destructive conflict?
© 2012 Cengage Learning. All rights reserved.
8–4
FIGURE 8.1
Iceberg of Conflict
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8–5
Root Causes of Conflict
Organizational
Change
Ineffective
Communication
Work Policies and
Practices
Sources of
Conflict
Value and Culture
Clashes
Adversarial
Management
Competition for
Scarce Resources
Personality
Clashes
© 2012 Cengage Learning. All rights reserved.
8–6
Conflict Triggers
• Organizational Change
– Most organizations have tension between
stability and change
– Too much stability and the organization may
lose its competitive position in the market place
– Too much change and the mission blurs and
employee anxiety develops
© 2012 Cengage Learning. All rights reserved.
8–7
Conflict Triggers
• Ineffective Communication
– Conflict may arise due to a misunderstanding
rather than a true disagreement
• Value and Culture Clashes
– Differences in values and cultural traditions in
diverse workplaces may give rise to conflict
What is an example of work-related conflict
that may arise due to confusing disagreement
with misunderstanding?
© 2012 Cengage Learning. All rights reserved.
8–8
Conflict Triggers
• Work Policies and Practices
– Conflict may arise when policies are disobeyed
or perceived as unfair or confusing
• Adversarial Management
– Conflict can occur when managers view
employees and other managers with distrust
and suspicion
© 2012 Cengage Learning. All rights reserved.
8–9
Conflict Triggers
• Competition for Scarce Resources
– Downsizing and cost cutting can lead to
destructive competition for scarce resources
• Personality Clashes
– Conflicts may arise due to differing
temperaments, communication styles, attitudes,
or unknown reasons
“Some people just don’t get along.”
Are personality clashes are resolvable?
© 2012 Cengage Learning. All rights reserved.
8–10
Resolving Conflict Assertively
• Nonassertive Behavior
– Attempting to avoid conflict by simply ignoring it.
• Assertive Behavior
– Standing up for one’s rights and expressing
one’s thoughts and feelings in a direct,
appropriate way
• Aggressive Behavior
– Expressing thoughts and feelings and defending
rights in a way that violates the rights of others
© 2012 Cengage Learning. All rights reserved.
8–11
Resolving Conflict Assertively
How do you assertively resolve
conflict with these characters?
© 2012 Cengage Learning. All rights reserved.
8–12
FIGURE 8.2
Dealing with People You Can’t Stand
The
Bully
The
Backstabber
The
Whiner
The
Jerk
Keep your cool. Immediately respond calmly and professionally to
let the bully know you are not a target. Ask the bully to fully explain
what he or she is trying to say, and then paraphrase your
understanding of the bully’s real intentions.
Once you’ve discovered your saboteur, tell key people that the
person is, in fact, not a friend, which takes power from the
backstabber and reveals the smear campaign.
Listen and write down their main points. Interrupt and get specifics
so you can identify and focus on possible solutions. If they remain in
“it’s hopeless” mode, walk away saying, “Let me know when you
want to talk about a solution.”
They do not respond to normal pleas to change their behavior, so
just back off. Do not take their bait; limit your contact with them,
avoid conflict when possible, and always be on guard.
© 2012 Cengage Learning. All rights reserved.
8–13
FIGURE 8.2
Dealing with People You Can’t Stand
The
Know-It-All
Acknowledge their expertise, but be prepared with your facts. Use “I”
statements, such as “From what I’ve read and experienced. . . .”
The
Nebbish
Help them feel comfortable and safe in their decisions and stay in
touch until the decision is implemented. Arrange deadlines and
describe consequences that will result when they complete the tasks
and what will happen if they don’t.
The
Exploder
When an explosion begins, assertively repeat the individual’s name
to get his or her attention, or repeat a neutral comment such as
“Stop!” Calmly address what they said in their first few sentences,
which usually reveals the real problem. Give them time to regain
self-control. Suggest that they take time out to cool down, and then
listen to their problems in private
© 2012 Cengage Learning. All rights reserved.
8–14
TABLE 8.1
Behaviors Exhibited by Assertive, Aggressive, and
Nonassertive Persons
© 2012 Cengage Learning. All rights reserved.
8–15
Resolving Conflict Assertively
• How to Become More Assertive:
– In the beginning, take small steps in asking that
your desires or rights be considered
– Use nonthreatening messages and nonverbal
cues to enhance the assertiveness of your
requests for action
– Be soft on people and hard on the problem by
focusing of the problem
© 2012 Cengage Learning. All rights reserved.
8–16
Learn to Negotiate Effectively
Empowered workers resolve conflict themselves
Win\Lose
Approach
Each side attempts to achieve its goals at
the expense of other side’s goals
Lose\Lose
Approach
Both sides give up something and both
may become frustrated
Win\Win
Approach
Both sides attempt to achieve a creative
solution that is mutually satisfying to both
When would you use each approach?
© 2012 Cengage Learning. All rights reserved.
8–17
FIGURE 8.3
Rob Walker
© 2012 Cengage Learning. All rights reserved.
8–18
Learn to Negotiate Effectively
• Beware of Defensive Behaviors
– When one person becomes defensive,
others may mirror the behavior
– Progress is stopped because people stop
listening and think about defending
• Know That Negotiating Styles Vary
– The style a manager develops is based on
personality, assertiveness skills, and past
experiences dealing with conflict
© 2012 Cengage Learning. All rights reserved.
8–19
FIGURE 8.4
Behavioral Styles for Conflict Situations
© 2012 Cengage Learning. All rights reserved.
8–20
Conflict Resolution Process
5-Step Conflict Resolution Process
© 2012 Cengage Learning. All rights reserved.
8–21
FIGURE 8.5
Behavior Is Influenced by Activating Events
© 2012 Cengage Learning. All rights reserved.
8–22
Emotional Balance—An Introduction
• Emotion
– Is a strong, temporary positive or negative
feeling
– Can alter thought processes by directing
attention toward or away from things
– Can trigger irrational thinking and behaviors
• Emotional Imbalance
– Is inhibition in expressing certain emotions and
overexpression of other emotions
© 2012 Cengage Learning. All rights reserved.
8–23
Emotional Balance—An Introduction
• Emotional Intelligence (EQ)
– Is the ability to monitor and control one’s
emotions and behavior at work and in social
settings.
• Dimensions of EQ
– Personal competence in achieving and
maintaining an emotional balance
– Social competence in relationships with others
© 2012 Cengage Learning. All rights reserved.
8–24
Emotional Factors at Work
• Relationship Strategy
– Is a firm’s plan for establishing, building, and
maintaining quality relationships with customers
• Emotional Labor
– Taxes the mind and is often more difficult to
handle than physical labor.
• Toxic Emotions
– Demoralize employees, damage performances,
and contaminate the health of the organization
© 2012 Cengage Learning. All rights reserved.
8–25
Emotional Factors at Work
• Temperament
– Is a person’s individual style of expressing
needs and emotions
– Is both biologically and genetically based
• Unconscious Mind
– Is the part of the mind of which we are unaware
– Is a vast storehouse of forgotten memories,
desires, ideas, and frustrations
© 2012 Cengage Learning. All rights reserved.
8–26
Emotional Factors at Work
• Cultural Intelligence (CQ)
– Is the ability to interpret human actions,
gestures, and speech patterns in an unfamiliar
cultural situation and then respond
appropriately
© 2012 Cengage Learning. All rights reserved.
8–27
Coping with Your Anger and
the Anger of Others
• Anger Defined:
– A strong feeling of displeasure and antagonism
• Managing Your Anger
– Self-monitor your anger:
•
•
•
•
How often do you get angry?
What is its source or cause?
How upsetting is your anger?
How well do you manage your anger?
© 2012 Cengage Learning. All rights reserved.
8–28
Effective Ways to Express Your Anger
1. Avoid reacting in a manner that could be
seen as emotionally unstable.
2. Do not make accusations or attempt to fix
blame.
3. Express your feelings in a timely manner.
4. Be specific as you describe the factors that
triggered your anger, and be clear about
the resolution you are seeking.
© 2012 Cengage Learning. All rights reserved.
8–29
How to Handle Other People’s Anger
1. Recognize and accept the other
person’s anger.
2. Encourage the angry person to vent
his or her feelings.
3. Do not respond to an angry person
with your own anger.
4. Give the angry person feedback.
© 2012 Cengage Learning. All rights reserved.
8–30
Strategies for Achieving
Emotional Control
• Identifying Your Emotional Patterns
– Keep a record or journal of feelings
– Spend time in quiet reflection
– Chart your emotional landscape
© 2012 Cengage Learning. All rights reserved.
8–31
TABLE 8.2
Charting Your Emotional Landscape
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8–32
Strategies for Achieving
Emotional Control
• Fine-Tuning Your Emotional Style
– Take responsibility for your emotions
– Put your problems into proper perspective
– Take steps to move beyond toxic emotions such
as envy, anger, jealousy, or hatred
– Give your feelings some exercise
© 2012 Cengage Learning. All rights reserved.
8–33
Strategies for Achieving
Emotional Control
• Adjusting to Cope with Difficult Decisions
– Take only actions that feel good at the moment
– Behave in a manner that is acceptable to the
people around you
© 2012 Cengage Learning. All rights reserved.
8–34
KEY TERMS
conflict
conflict trigger
conflict resolution
process
nonassertive behavior
emotion
assertive behavior
emotional intelligence
aggressive behavior
temperament
win/lose approach
unconscious mind
lose/lose approach
cultural intelligence
win/win approach
© 2012 Cengage Learning. All rights reserved.
anger
8–35