Chapter 8
Conflict
Management
by
Dr. Larry W. Long
Copyright 2003, Dr. Larry W. Long
1
Consequences of Conflict
DYSFUNCTIONAL
 Coalitions, Isolation,
& lower participation
 Gatekeeping
 Deception
 Lowered satisfaction
 Lowered productivity
 Compliance reliance






FUNCTIONAL
Cohesion
Greater motivation
Better problem
solving
Goal attainment
Benefits for others
Reality adjustment
Copyright 2003, Dr. Larry W. Long
2
Defining Conflict
• Conflict
– Two or more
competing, often
incompatible,
responses to a
single event
Copyright 2003, Dr. Larry W. Long
3
Identifying Conflict
• Differentiate
between symptoms
and causes
• Requires valuesystem definition
– Conflict often arises
because people hold
different values
• A precondition to
effective conflict
management
Copyright 2003, Dr. Larry W. Long
4
Locating Conflict
• Conflict must be
located before
actual management
can begin.
• Locating conflict is
similar to problem
identification.
Copyright 2003, Dr. Larry W. Long
5
Conflict Locations
•
•
•
•
•
•
Intrapersonal
Interpersonal
Intragroup
Intergroup
Intraorganizational
Interorganizational
Copyright 2003, Dr. Larry W. Long
6
Communication induced conflict
. . . occurs when different information exists.
. . . different problems and solutions are identified.
. . . different behavior regulation strategies are preferred .
. . . different conflict management strategies are preferred.
Copyright 2003, Dr. Larry W. Long
7
Localizing Conflict
• Specifically define the
boundaries of the
conflict.
• Nurture conflict when
functional; Reduce
when dysfunctional
• Ability to locate and
assess conflict will
determine
effectiveness of
regulation.
Copyright 2003, Dr. Larry W. Long
8
Evidence of
Conflict Occurs
No
Conflict/Communication Location Matrix
Yes
Information
Management
Intrapersonal?
Yes
Select A
Strategy
Yes
Select A
Strategy
No
Interpersonal?
Yes
No
Yes
No
Problem/Solution
Identification
Intragroup?
No
Intergroup?
No
Yes
Conflict
Management
No
IntraOrg?
Yes
Yes
Select A
Strategy
Yes
Select A
Strategy
No
No
InterOrg?
No
Yes
Behavior
Regulation
Copyright 2003, Dr. Larry W. Long
9
Strategies for Managing Conflict
• Power: Both advocate -- win-lose
• Compromise: Middle-ground
solution sought -- lose-lose
• Creative Alternative: search for
consensus -- win-win
Copyright 2003, Dr. Larry W. Long
10
Strategy for Managing Conflict
• Some tactics can be
used in either
situation, but certain
elements of thirdparty intervention are
distinctive:
– Collaboration
– De-escalation
– Facilitation
Copyright 2003, Dr. Larry W. Long
11
Tactics for Managing Conflict
– Focus and contain conflict
– Control levels of threat
– Clarify management policies
on communication
– Identify conflict early
– Balance dependencies
– Evaluate motivational
preference
– Use appropriate strategies
Copyright 2003, Dr. Larry W. Long
12
Personal Conflict Styles
• Influence the way
conflict is identified,
defined, located and
localized.
• Determine if conflict
will be escalated,
maintained,
reduced, or avoided.
• Are characterized by
a desire to satisfy
one’s own interests.
Copyright 2003, Dr. Larry W. Long
1040-A
13
Personal Management Styles
Assertiveness Toward Own Goals
HIGH
LOW
“DRIVER”
Power Strategist
(Dominator)
“EXPRESSIVE”
Creative Alternative
Strategist
(Integrator)
Compromise Strategist
(Compromiser)
“ANALYTIC”
Avoidance/”Slow-paced”
Strategist
(Neglecter)
“AMIABLE”
Accommodation Strategist
(Appeasement)
Responsiveness Toward Other Party’s Goals
Copyright 2003, Dr. Larry W. Long
HIGH
14
What Kind of Manager Are You?
• Are you highly competitive?
– You might be a gaming
manager.
• Characteristics:
– Competitive
– Conflict strategy is win-lose
– Clear distinctions between
supervisors and subordinates
– Driver social style - pushy,
severe, tough, strong-willed
Copyright 2003, Dr. Larry W. Long
15
What Kind of Manager Are You?
• Are you overly sensitive?
– You might be a tentative manager.
• Characteristics:
–
–
–
–
Desire to keep people happy
Conflict strategy is appeasement
Negatively view conflict
Amiable social style
Copyright 2003, Dr. Larry W. Long
16
What Kind of Manager Are You?
• Are you a performer?
– You might be an idealistic
manager.
• Characteristics:
– Believes every problem has
solution
– Conflict Strategy is win-win
– Endeavor to be an active
leader
– Expressive social style:
manipulative, excitable,
friendly, a bit dramatic
Copyright 2003, Dr. Larry W. Long
17
What Kind of Manager Are You?
• Are you adaptive?
– You might be a versatile
manager.
• Characteristics:
– Possess ability to adapt to
others
– Conflict strategy varies
depending on situation
– Multidimensional thinkers
– Tolerant of ambiguity
– Flexible
Copyright 2003, Dr. Larry W. Long
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