Conflict Management Strategies PDF

**Conflict** -- a disagreement through which two or more parties perceive a threat to their interests, needs, or concerns **Dysfunctional conflict** -- destructive conflict focused on emotions and differences between the two parties **Constructive conflict** -- adaptive, positive conflict (als...

**Conflict** -- a disagreement through which two or more parties perceive a threat to their interests, needs, or concerns **Dysfunctional conflict** -- destructive conflict focused on emotions and differences between the two parties **Constructive conflict** -- adaptive, positive conflict (also called functional conflict) −Balances the interests of both parties to maximize mutual gains and the attainment of mutual goals − Contains elements of creativity and adaptation − Can lead to identification of new alternatives and ideas Types of Conflict (1 of 2) **Task conflict** -- a disagreement about the task or goals **Process conflict** -- conflict about how to accomplish a task, who is responsible for what, and how things should be delegated **Relationship conflict** -- conflict due to incompatibility or differences between individuals or groups **Conflict of interest** -- conflict due to incompatible needs or competition over perceived or actual resource constraints **Values conflict** -- conflict arising from perceived or actual incompatibilities in belief systems **Information conflict** -- conflict that occurs when people lack necessary information, are misinformed, interpret information differently, or disagree about which information is relevant **Structural conflict** -- results from structural or process features of the organization **Vertical conflict** -- occurs across different hierarchical levels of the organization **Conflict escalation** − Begins when one party uses aggressive tactics against the other − The more conflict escalates, the harder it is to back down − Results in dysfunctional conflict  **Interpersonal Conflict Management Strategies** **Collaborating** -- conflict management style reflecting a desire to give both parties what they want **Compromising** -- conflict management style in which each side sacrifices something in order to end the conflict **Competing** -- pursuing one's own interest at the expense of the other party **Accommodating** -- a cooperative conflict management style **Avoiding** -- ignoring the conflict or denying that it exists  **Conflict Management Skills** Best conflict resolution behaviors: −Listening actively −Questioning −Communicating nonverbally −Mediating § Skills include open-mindedness, staying nonjudgmental and calm, demonstrating empathy and sensitivity, remaining neutral, respecting confidentiality, and showing flexibility and resiliency. Create constructive conflict Table 10.5 Best and Worst Conflict Resolution Behaviors for Career Advancement (1 of 2) Best Conflict Resolution Behaviors: **Perspective taking:** Try to put yourself in the other person's position and understand that person's point of view. **Focusing on interests rather than positions:** Interests could include better serving clients or increasing the clarity of work expectations. By focusing on the outcome, the root cause of the conflict is more likely to be addressed. ** Creating solutions:** Brainstorm with the other person or group, ask questions, and try to create solutions to the problem. **Expressing emotions:** Talk honestly with the other person and express your thoughts and feelings. **Reaching out**: Reach out to the other party, make the first move, and try to make amends. **Documenting**: Document areas of agreement and disagreement to ensure common understanding and clear communication. **Smoothing**: Playing down the differences between the two sides while emphasizing common interests. **Asking the parties involved in a conflict to identify three or four specific actions they would like the other party to take:** An example of this would be saying, "I would like you to send me the report by noon on Wednesday so that I can meet my deadline of 10 a.m. Friday." Table 10.5 **Best and Worst Conflict Resolution Behaviors for Career Advancement (2 of 2) Worst Conflict Resolution Behaviors:** **Avoiding the conflict:** Avoiding or ignoring the conflict, hoping it will pass, is rarely successful. **Winning at all costs:** Arguing vigorously for your own opinion, refusing to consider changing your position, and trying to win regardless of the interpersonal costs are approaches that do not make for speedy or satisfying conflict resolution. **Displaying anger:** Expressing anger, raising your voice, and using harsh, angry words will make the other person defensive and will slow down or prevent any resolution of the conflict. **Demeaning the other party:** Laughing at the other person, ridiculing the other's ideas, and using sarcasm are both disrespectful and not conducive to resolving conflict. **Retaliating**: Obstructing the other person, retaliating against the other person, and trying to get revenge are unprofessional and disrespectful behaviors and will not promote conflict resolution. **Meeting separately with the people in conflict:** Because the sole goal of each employee involved in a conflict is to convince you of the merits of their own case, the parties are likely to become more committed to their positions rather than committed to resolving the conflict if you talk to each party in private. **Negotiation** -- process in which two or more parties make offers, counteroffers, and concessions in order to reach an agreement − **Distributive negotiation** -- any gain to one party is offset by an equivalent loss to the other party − **Integrative negotiation** -- a win--win negotiation in which the agreement involves no loss to either party 1\. Separate relationship issues (or "people problems") from substantive issues. 2\. Focus on interests, not positions---negotiate about the things people need, not the things they say they want. 3\. Look for new solutions to the problem that will allow both sides to win. 4\. Insist on outside, objective fairness criteria. **Effective Negotiation** Evaluate all sides and consider their goals. Avoid seeing the situation as an either/or proposition. Make sure each side knows the other's interests and perception of the issues. Identify what you can and cannot part with. Identify and use sources of leverage. Show the other side that you understand their position. Suppress your emotions. Know your BATNA: "best alternative to a negotiated agreement." Know when to walk away. **Cultural Issues in Negotiations** Different national cultures have different preferred negotiation styles. Being treated disrespectfully because of differing cultural norms can jeopardize negotiations. Intercultural negotiation requires preparation and paying attention to: −Issues beyond what is being negotiated −The appropriateness of different negotiation tactics −The emphasis to put on developing relationships −How to respond to deadlines −Where the negotiation should be held **Alternative dispute resolution** -- involving a third party in a negotiation to overcome a stalemate − **Conciliation** -- a third party builds a positive relationship between the parties and directs them toward a satisfactory settlement − **Mediation** -- an impartial third party (the mediator) facilitates a discussion using persuasion and logic, suggesting alternatives, and establishing each side's priorities − **Arbitration** -- a third party who has the authority to impose a settlement on the parties − **Ombudsman** -- someone who investigates complaints and mediates fair settlements between aggrieved partie