Communicating in Conflict for Collaboration. Communicating in Conflict for Collaboration. Conflict. Discussion Topics

Transcription

1 Communicating in Conflict for Collaboration Jennifer Cook Loney Portland State University School of Business Administration May 20, 2014 Communicating in Conflict for Collaboration 1. Conflict 2. / Influence Discussion Topics 3. Conflict Management Approaches 4. Impression Management 5. Conflict Communication Goals Conflict A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. Its that point in an ongoing activity when an interaction crosses over to become an inter-party conflict. Encompasses a wide range of conflicts that people experience in organizations Incompatibility of goals Differences over interpretations of facts Disagreements based on behavioral expectations 1

2 Conflict is a normal and natural part of life So why does it seem to cause so many problems? Conflict can Antagonize employees Deteriorate relationships Cause anger and frustration OR Reduce communication Create financial and emotional stress It is your choice. Provide creative problem solving Strengthen relationships Create open and honest communication Increase profits Decrease workplace stress Three Types of Conflict Task Conflict (functional) Relationship Conflict (dysfunctional) Process Conflict (relatively functional) 2

3 Task Conflict (functional) Disagreements about the hand Debate, difference of opinion, constructive criticism Benefits: understanding of & commitment to decisions made Uncovers problems that should be addressed Creative problem-solving More learning along the way More satisfaction with work experience Relationship Conflict (dysfunctional) Disagreements over personalities & social issues Gossip, emotions, values Consequences: Distraction from task productivity Wasted time, energy & resources Anxiety, low self-esteem & morale trust breakdown communication Mostly Functional Process Conflict Disagreement Over Task strategy Allocation of resources Delegation of duties 3

4 Conflict at Work What (or who) causes conflict at your job? Why does it happen? 2010 Jupiterimages Corporation (and Influence) is the ability to influence the behavior of others to get what you want. Influence is the attempt to get others to do what we want. Influence By the time we reach adulthood we have learned how to influence others. Each situation brings up a different way to use your influence. These are called influence tactics and we all become experts using them as we continue in the workplace. 4

5 Responses to Influence Tactics Resistance Occurs when the influence target does not wish to comply with the request and either passively or actively repels the influence attempt. Compliance Occurs when the target does not necessarily want to obey, but they do. Commitment Occurs when the target not only agrees to the request but also actively supports it as well. The Most Commonly Used Influence Tactics Rational persuasion Frequency of Use Resistance Compliance Commitment 54% 47% 30% 23% Legitimating 13% 44% 56% 0% Personal appeals 7% 25% 33% 42% Exchange 7% 24% 41% 35% Ingratiation 6% 41% 28% 31% Pressure 6% 56% 41% 3% Coalitions 3% 53% 44% 3% Inspirational appeals 2% 0% 10% 90% Consultation 2% 18% 27% 55% The Relationship Between Dependency and Scarcity Uniqueness Importance Value Substitutability Another option Dependency The more dependency the more power 5

6 Legitimate Reward Coercive Expert Information Referent Bases of that comes from a role or position The ability to grant a reward The ability to take something away or punish someone for noncompliance Knowledge and skills Special access to specific information Stems from personal characteristics of the person Conflict Handling Styles Level of Cooperation Low High Accommodation Avoidance Compromise Collaboration Competition Lo w Level of Competitiveness Hig h 8-18 Conflict management approaches Interests, rights, and power model of disputing Employees tend to use one of the following three methods to resolve disputes: Rights-based approach: apply some standard of fairness, precedent, contract or law -based approach: use of intimidation, force, rank, or power Interest-based approach: focus on satisfying both parties core interests (collaborating) Copyright 2014 Pearson Education Inc. 6

7 Spectrum of conflict management approaches Distressed System Interest Functional System Interest Rights Rights Impression Management Impression management includes how a person dresses, how they stand, and the way they behave at work Jupiterimages Corporation Impression Management Nonverbal Includes clothing, body language, and demeanor Verbal Includes tone of voice, rate of speech, what you choose to say, and how you say it Behavioral Includes how you perform on the job and how you interact with others 7

8 Collaboration Discussed Cooperate with the other party to understand their concerns and express your own concerns in an effort to find a mutually and completely satisfactory solution (win-win). Promotes creative problem solving, and it's a way of fostering mutual respect and rapport. Takes time to collaborate and many conflict situations are either very urgent or too trivial to justify the time it takes. Collaboration in action Embrace and acknowledge conflict Put yourself in other party s shoes Discuss strategy face-to-face to solve conflict Research alternatives or solutions for both sides Agree to disagree but solve the problem Learn to LISTEN before responding Meeting preparation Create agenda identifying topics and presenters (depends on situation) Research alternatives (for both sides if possible) BE PREPARED; do your homework Research other party and their goals Don t antagonize, instead strategize Actively listen; don t own your idea share it instead 8

9 Lets try it Conflict in action a chance to see how to work with others Volunteers? Now what? Learn more about conflict and how to creatively solve it. Don t be afraid to face conflict head on, but do your research first. Use impression management to your advantage. Remember that conflict is not a negative, however, how you approach conflict can be. Work Cited DoDea Center for Early Dispute Resolution. Accessed May 2, 2014; nd. Thompson, Leigh. (2011). Making the Team: A Guide for Managers. Pearson Prentice Hall, 5th Edition. Bauer, Talya and Berrin Erdogan. Organizational Behavior 1.1. Flat World Knowledge, Williams, Dr. Scott. LeaderLetter. Conflict Management Style and Strategy. Accessed May 3, 2014; nd. Weiss, Jeff and Johnathan Hughes (2005). Want Collaboration?: Accept and Actively Manage Conflict Harvard Business Review. 9