Conflict. Dr. Robert Hurley. Page 1

Transcription

1 Conflict Dr. Robert Hurley Page 1

2 Definition of Conflict When incompatible activities exist. When another individual or group interferes (actively or passively) in meeting your goals or objectives. Page 2

3 Three Levels of Conflict Perception (thinking) Emotions (feeling) Behavior (acting) He doesn t buy into our approach and is not on our side. She makes me angry because she is always undermining my actions. He actively puts road blocks in my way. Page 3

4 Conflict Is Necessary for Excellence When conflict occurs, it does so primarily because two or more individuals or groups put their unique interests ahead of their common interests. Unproductive conflict occurs when competitive behavior happens when cooperative behavior is needed. The most significant conflicts are caused by organizational arrangements. Page 4

5 Competitive Behavior Behavior where one person or group acts to further its own interests in a way that is perceived to hinder another person or group s ability to further their own interests. An opposition of goals or interests of interdependent parties. Page 5

6 Cooperative Behavior Behavior in which one person or group helps or at least does not interfere with another person or group's attempt to further their interests. Person or group has positive interests in the welfare of others as well as his or her own welfare. Page 6

7 Factors that Cause Conflict In most organizations, there are predictable forces which create competitive behavior when cooperative behavior is needed. Page 7

8 Factors that Cause Conflict The division of labor and differentiation of groups: differentiated groups develop different goals, time orientations, and managerial philosophies Interdependence: coordination between different groups is often problematic conflict arises when one group or person depends on the other and the nature of interdependence is not clearly understood by the groups Page 8

9 Factors that Cause Conflict Hierarchy: competition of workers for scarce positions in the hierarchy impoverishment of communication, trust, and relationships caused by too much emphasis on hierarchy Reward Systems: when greater rewards for one person come at the expense of another s reward the determination of rewards relates to the functional department and this causes the departments to have competing objectives i.e., Manufacturing is rewarded for controlling costs, Sales is rewarded for volume, Logistics is rewarded for minimizing inventory, etc. Page 9

10 Factors that Cause Conflict Lack of communication and social skills: inability to engage in conversation about intense issues frustration with not being able to articulate issues in a non-personal way without anger Lack of tolerance for differences: suppression of minority views emphasis on control and dominance Page 10

11 Factors that Cause Conflict Unclear or conflicting goals: large organizations often have difficulty articulating clear strategies and goals for each functional unit as goals change and are redefined, this constantly upsets the pretended order and creates conflict Organization culture: lack of strong values that bind people together and create cooperation and teamwork political behavior and individual agendas take precedence over the common good when bad news is suppressed and not allowed to be put on the table Page 11

12 Approaches to Conflict Assertiveness (attempting to satisfy one's own concerns) Unassertive Assertive Competing/ Dominating Avoiding Uncooperative Compromising Collaborating Accommodating Cooperative Cooperativeness (attempting to satisfy the other party' s concerns) Page 12

13 Avoiding When to avoid: if an issue is trivial if you need time to cool off if the damage of confrontation outweighs the benefits of resolution if your goal is to gather information if the issue is merely a symptom of a larger problem When not to avoid: if the issue is not trivial and matters to you if the decision will be made by default if the issue will remain unresolved if creativity and communication are blocked if it raises a credibility or trust issue Page 13

14 Accommodating When to accommodate: if one realizes one is wrong if the issue is more important to the other person if preserving harmony is more important than resolution if subordinates need to make mistakes in order to learn When not to accommodate: if it decreases one s influence, respect or recognition if it promotes laxity in decision making and discipline if it increases frustration which interferes with work if self-esteem is undermined Page 14

15 Competing/Dominating When to compete or dominate: if quick, decisive action is needed if unpopular courses of action need implementing if one needs to protect others from competitive behavior When not to compete: if passivity on the part of others leads to poor decisions if it reduces communication and damages relationships if it requires one to keep selling a solution during implementation Page 15

16 Compromising When to compromise: if the goals are moderately important but not worth the effort of disruption if two opponents with equal power are strongly committed to mutually exclusive goals if temporary settlements are needed on complex issues if expedient solutions are necessary due to time pressures When not to compromise: if no one is fully satisfied if it leads to a short-term solution if it leads to a cynical climate through perception of a sell out if it causes one to lose sight of larger issues/long- Page 16

17 Collaborating When to collaborate: if both sets of concerns are too important to be compromised if the objective is to test one s assumptions or understand another s view if there is a need to merge insights and perspectives if the full commitment of the parties is needed to implement When not to collaborate: if a disproportionate amount of time is spent on merging issues if it leads to ineffective or inconsistent decisions Page 17

18 People Have Different Conflict Styles Aggressive/Confrontational: directive and judgmental Assertive/Persuasive: open and determined Observant/Introspective: listen and cooperate/conciliate Avoiding/Reactive: avoid and suppress feelings Page 18

19 Individual Differences in Handling Conflict Promotes Negative Conflict Promotes Conflict Resolution Aggressive or authoritarian behavior Suspiciousness Close minded and stubborn Need to control Exploitation and manipulation Uncontrolled emotions and extremes Assertive or egalitarian behavior Trust Openmindedness Need to achieve Upfront attempts to influence others Control emotions and moderation Page 19

20 Effective Conflict Resolution Confronting conflict through joint problem solving: 1. Explain the situation the way you see it. 2. Describe how it is effecting performance. 3. Ask for the other s viewpoint to be explained, and listen. 4. Agree on the problem. 5. Explore and discuss possible solutions. 6. Agree on what each person will do to solve the problem. 7. Set a date for follow-up. Page 20

21 Effective Conflict Resolution How to create an environment for joint problem solving or Win-Win exchanges: make higher level or superordinate goals of the organization the first priority encourage and expect people and groups to try to work out their own conflicts before bringing in a boss build trust through open communication and by practicing what you preach train people in effective conflict resolution allow time for consensus decisions when this is the best way to decide Page 21