Conflict Management
Dr. Monika Renard
Associate Professor, Management
College of Business
Conflict

“A perceived difference
between two or more
parties that results in
opposition.”
Conflict

“A perceived difference
between two or more
parties that results in
opposition.”
Causes of Conflict
Value
differences
Scarce
Resources
Individual
differences
Lack of
peacemaking
skills
Poorly designed
reward system
Goal
incompat.
ability
Task
interdependence
Communication
failures
Understanding Conflict—
Destructive Effects


What do you think of when you hear the term
“conflict?”
How can conflict be destructive?
–
–
–
–
Competitive processes
Blurred issues
Misperception and bias
Rigid commitments
Decreased communication
Emotionality
Magnified differences, minimized similarities
Benefits of Conflict

How can conflict be constructive?
–
–
–
–

Aware of problems
--Personal development
Org’l change
--Psychological development
Strengthens relationships --Stimulating and fun
Awareness of self and others
What can be learned from conflict handled
constructively?
Conflict and Group Performance
Performance
Level of Conflict
•Effects of conflict on group performance
•Some conflict is beneficial
Conflict Handling Styles
Hi
Accommodating
Concern
for Other
Collaborating
Compromising
Avoiding
Competing
Low
Concern for Self
Hi
Avoiding


Ignoring or suppressing
conflict in the hope that it
will go away or not
become too disruptive
Trivial, no choice, too
much disruption, cool
down, gather information,
others can resolve.
Accommodating


Focusing on allowing
the desires of the other
party to prevail
You are wrong, issues
are important to
others, social credits,
minimize losses,
harmony.
Competing


Attempting to win at
the other party’s
expense. Win-lose
Quick action vital,
unpopular actions, vital
to welfare, against
those who take
advantage of
noncompetitive
behavior.
Compromising


Having each party give up
some desired outcomes to
get other desired outcomes.
Win some, lose some.
Not worth the extra effort,
mutually exclusive goals,
temporary settlements,
expedient solutions under
time pressure, backup to
competing or collaborating.
Collaborating

Win-Win

Devising solutions that
allow both parties to
achieve their desired
outcomes Both win at
least their major issues.
Finding integrative
solution, merge
insights, gain
commitment, work
through feelings.
Ugli Orange Case

I am Mr. Cardoza. I will auction off all my Ugli
oranges (in one lot) to the highest bidder in this
room.
– I will NOT accept less than $250,000 for the oranges.

Meet with the other firm’s representative and decide
on a course of action. Then pick a spokesperson who
will tell me:
– What do you plan to do?
– If you want to buy the oranges, what price will you offer?
– To whom (one person) and how shall I deliver the
oranges?
Discussion and
Conclusions

What conflict management style did you use?
– Competitive, Compromising, Accommodating, Avoiding,
Collaborating?


Was there full disclosure? How much info shared?
Did the parties trust one another? Why?
– What is the relationship between trust and disclosure of
info?

How creative and/or complex were the solutions? If
very complex, why?
– How does mistrust affect the creativity or complexity of
bargaining agreements?
Ways to Manage Conflict
 Understand Conflict
– Positive and negative
 Use Correct Conflict
Management Styles
– Avoid, Accommodate,
Compete, Compromise,
Collaborate
 Improve Communication
– Listen Well
– Speak Clearly
 Understand Individual
Differences
– Men and Women,
Ethnicity
– Personality
 Avoid Biases
– Cognitive biases, framing
 Use Negotiation
– Win-win (integrative)
– Win-lose (distributive)
 Use Mediation
Escalating Conflict







Other people become involved and take sides
One or both parties feel threatened
No interest in maintaining the relationship
A history of unproductive, negative conflict.
An increase in indirect expression of anger, fear, or
frustration.
Important needs not acknowledged/met.
Lack of skills necessary
for peacemaking.
De-Escalating Conflict






Parties focus on the problem, not each other.
Anger, fear, frustration expressed directly, rather
than indirectly.
Threats are reduced or eliminated.
Parties have cooperated well prior to the dispute.
Needs are openly discussed.
Parties are able to use their
peacemaking skills.
Reducing and Resolving Conflict




Improve communication
Understand individual
differences
Use negotiation
Use mediation or arbitration
Change Situational Factors




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Physical arrangement
Resources: more,
reassigned
Task cooperation needed
Super-ordinate goals
Folly of rewarding A while
hoping for B