Conflict Resolution Paper Management 570

Conflict Resolution Paper

MGMT 570Professor Barbara Chappell

Merlin Hahn

Conflict Resolution Paper Management 570

INTRODUCTION

What is your hot button? Conflict is best dealt with in the early stages. In fact conflict can be

resolved when the goal transfers from solving another individuals wrong. Communication and

emotion are two key elements of any conflict. Research indicates that conflict occurs when there

is a comparative issue. These issues could be internal and interpersonal conflicts often resulting

in miscommunication and misinformation. In order to understand ones behavior we must take a

closer look at certain motivating factors. Herzberg argued that there were satisfiers that were

linked to employee motivation and are erected from intrinsic condition of the job itself. These

factors are as follows job satisfaction, recognition, achievement, opportunities for growth and

advancement. These factors foster a need to be valued and treated as an individual in order to

maintain a high self-esteem. When basic emotional needs are violated it is human nature to

intimidate, retaliate, isolate and hopefully cooperate. Organizational conflict happen when a

clash occurs that is related to a behavior blocks the goal of another. This behavior can create

a conflict to the interests of the stakeholders group. However, some conflict is good for an

organization. Conflict can improve decision making and thus allow an organization to better

change and adapt to environment. Moreover, organizations should be more open to conflict

and recognize its value to the overall balance.

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Pondy organizational model of conflict these five stages depict the conflict process in a

Sequential order. Stage one is latent conflict this is defined as there is no outright conflict

However, there is a potential for conflict this according to Pondy arises from vertical and

Horizontal differentiation the sources of conflict include interdependence or the a desire the

Figure below illustrates Pondys model.

Liao, Yao-Sheng,. Managing Conflict, Power, and Politics. PowerPoint

Of autonomy. In addition, Kilmann addresses five different styles for handling conflict in

Order to explore ones preferred conflict management style there are advantages and also

Disadvantages. The assumptions is inevitable and is a direct result of interdependence as well as

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Interaction. As the figure below depicts the five conflict management styles and relationship to

the constructive styles of management:

Chaos Management Ltd,. Managing Conflict and Differences,. OB1 SIT, September 2009

It is vital to success of handling conflict management is to be aware of which style works best.

Thus being able to identify and understand the etiology and the causes of the conflict and then

having the ability to explore the problem and work toward a constructive resolution. Therefore,

conflict can be defined as a struggle between parties needs, ideas, beliefs, values and goals.

PROBLEM STATEMENT

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As a Conflict Resolutions consultant I have been retained to help resolve the following conflict:

Ross a sales reprehensive from Com Co has been threatened and lied to by his supervisor as well

as witnessed other employees treated the same way. Although the company promotes an open

door policy Ross fears his job would be in jeopardy if he escalates the issue to the next level.

Ross up to this point has expressed his concern on the conflict hotline and to Human Resources..

Joe who was approached by another worker regarding his behavior has denied allegations. The

work environment is becoming uncomfortable and very stressful and certain team members have

started to form coalitions. How can we assists Ross see more clearer that his behavior needs to

be modified?

LITERATURE REVIEW

“Stage models highlight the ways in which parties’ behaviors tend to perpetuate conflict cycles

and illustrate how conflicts develop a momentum that leads interaction in constructive or

destructive directions. This does not, however, mean that conflicts must inevitably follow the

stages in these models. After all, the parties create stages through their interactions, and thus they

may change direction. Parties may act in accordance with the episodic structure of the conflict

they perceive or they may consciously choose to change the direction of the conflict. Chapter 8

discusses some general approaches to doing this.

Stage models of conflict depict how a conflict unfolds over the longer term. They give us the

Conflict Resolution Paper Management 570

“big picture” of a conflict. But stages are generated through specific actions that the parties take.

They are large-scale patterns that are made up of particular acts and responses that occur in

immediate conflict interaction. What patterns does immediate conflict interaction exhibit and

what factors shape it? One of the most important factors shaping conflict behavior is the

interdependence among the parties.” (Folger, J. P., Poole, M. S., & Stutman, R. K., p. 80.)

Moreover, “a source of conflict is the role concept (Gibson et al 2009: 255 – 256). An individual has

multiple roles and is faced with a role set.” It is clear that conflict and negotiation are managed and

achevied through cooperativeness and a collaborative efforts in order to problem solve using effective

negotiation factors where all sides are satisfied, interpersonal relations are in harmony, and optimal

use of time and resources are efficiently used.

“Emotions can be so powerful that they overwhelm us, limiting our ability to accurately

understand others or to appreciate their positions and reducing our ability to analyze the conflict

and think through issues and options.’ Gottman (1994)

Communication plays an important role in social categorization. It is the medium

through which people are taught categories. When children hear talk about general

categories such as “boys” and “girls” or “blacks” and “whites,” they are being taught

social categories (Hogg, 2003; Operario & Fiske, 2003).

“Team effectiveness can be undermined when the work can be performed by one individual,team

members do not have a common set of goals, team members are not interdependent and team

member skill mix is not optimal. Robbins et al (2003: 205) and Greenberg and Baron (1995)

According to R.V. Armstrong and Associates, a high performance

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organization is reflected within a company’s structure, management. (R.V. Armstrong &

Associates, 1997)”. One can argue that the companies greatest asset are the employees and

should be informed and educated regarding change management in order to assure success.

ANALYSIS

The sales supervisor Joe has been using unethical business practices in order to use his power

as leverage to force his team members in meet certain sales quotas. According to Borisof

“The behaviors in defensive climates create an environment where communication is threatening.

Behaviors in supportive climates create spaces where trust can develop. In a defensive climate, gestures

intended to be calming and productive are likely to be perceived as strategic and superior. There also is a

noticeable overlap between the behaviors in defensive climates and in competitive conflict styles and

between supportive climates and collaborative conflict styles.” Folger, Poole and Stutman explained

the communication climate as “the prevailing, temper, attitudes, and outlooks of dyad group or

organization” (p 153). In conflict situations there are several characteristics which create the foundation

of the decision process power can be broken down into two levels. Inherent power is defined as

individual trait or quality such as eye color. As the conflict mediator it will be part of the investigation

to find out birth date for the purpose of knowing which astrological trait. Their age to understand which

ones personal and lifestyle generational time line. Hammil argues that in order to fully be aware that

“Understanding these characteristics about individuals makes it easier to look at workplace characteristics

and how they manifest themselves in business” Therefore, this form of power can be argued that it is

an inborn trait. The second view of power is known as relational power and is described as dependent

or currency. Dependent suggests that we give another person power over us when we are dependent of

them for the resource such as the renter and landlord relationship. Joe having the power as the

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supervisor holds that leverage over Ross thus Ross is dependent on this issue. However, Ross is

using his power as a threat towards Joe. Power can be also viewed as a form of currency that is

making connections and influences. Clearly Ross is leveraging this trait in order to hold Ross

accountable to his sales quota. Next we will take closer look at the goals of the conflict this can

be described as content which is what do each want? Relational or who are the parties in relationship

to each other. Identity goals who I am in the relationship, Face saving goals ie who will feel good

about the outcome, and process goals how will we communicate to each other. The tools we will

use in order identify these goals will The Conflict Style Questionnaire, as well as The LSI

Circumflex Chart. These assessment tools will be able to provide necessary information in order to

Ascertain the individual’s characteristics in handling conflict. After obtaining the information and

analyzing the data we will present the findings to our subjects in hope to create an awareness of

how to view both sides of the situation as well as how each party can have clearer understanding of ones

personality traits and how that makes them different. This data will also offer to the mediator valuable

tools in order to develop a plan of action and offer the best alternative to a negotiated agreement and

a alternative dispute resolution.

Conflict Resolution and Recommendation

The main goal is in this conflict is a resolution as well as making an awareness of the different conflict

styles and how to approach the best alternative to negotiate agreement.

The questionnaires were distributed the first survey was the conflict style questionnaire the result are

Depicted below:

Ross age 50 (Generation Baby Boomers) Conflict Style depicted in order of importance:

Conflict Resolution Paper Management 570

1. Collaborative 2. Compromise3. Competitive 4. Avoidance5. Accommodative

Joes age 30(Generation X) Conflict Style illustrates in order of importance:

1. Competitive2. Avoidance3. Compromising4. Accommodative5. Collaborative

Being aware of these characteristics will help in developing an action plan. The next assessment tool will

involve the Life Style Inventory circumflex chart which correlate with the information that was

provided by our subjects. The circumflex will be able to ascertain what main characteristics make up

the personality traits are more and less dominant factors which are involved in how each party will

approach a problem. The following figures below will aide in deciding how the mixing and managing

different generational groups with conflicting work ethics get along for the greater good of the company

afterall the main objective is to understand the organizational culture and stay focused on the business

goals. The question is how do we motivate them to get along and work together?

Conflict Resolution Paper Management 570

Conflict Resolution Paper Management 570

Noe, R. A. (2010). Employee Training & Development. (5th ed.). New York, N.Y.: McGraw-Hill/Irwin

Hammil argues that “ Every generation has created its own commotion as it has entered into the adult

working world. And, every generation says the same things about the other generations-Thy don’t get

It or they have it so much easier that we did” It is vital to success of any organization in order to work

effectively we need to recognize the differences and emphasize by looking past what’s in it for me.

Next we will present the information to our parties but the twist will be at first to switch the information

that is Joes as Ross and Ross as Joes. Perhaps by altering this it help them see both parties point of

view from their own initial emotional response. After reviewing the information we will ask them

Conflict Resolution Paper Management 570

what they think and do you believe that this is an accurate account of their styles. We will then reveal

the true depiction and ask them for that belief moment how they felt when they saw the results hoping

that by tapping into the emotional stimulus will create a sympathetic and then empathetic response.

Through conflict awareness we can improve a self awareness and hopefully establish and manage

conflicts effectively.

The embedded video links will be presented to our parties to introduce the action plan developed by

Patterson etal this is a power tool to provide a clear understanding of any crucial conversation.

http://www.youtube.com/watch?v=-4f-74WbnsU&list=PLB6E8BB711E0969F2.

http://www.youtube.com/watch?v=DVBySu5D8sM&list=PLB6E8BB711E0969F2

http://www.youtube.com/watch?v=0oJ7hKKJo3w&list=PLB6E8BB711E0969F2

http://www.youtube.com/watch?v=RlkGNrwODwY

http://www.youtube.com/watch?v=RoAS56rHfCY

Using this plan of action will in hopes be able to reach our parties and help see clearer to

The importance of handling any obstacle a team may come across and continued focus

on the mission and business goals in order to accomplish a positive working environment.

Reflection

Research and personal experiences show that the worst thing to do is avoid conflict.

In fact by avoiding conflict it will escalate into more negative feelings. Conflict

management is a principle that all conflicts are negative this is not true. Conflict should be

about learning how to manage this by acquiring certain skills that relate to conflict resolution

so that conflict is not escalated in a non productive issue. It is said you can’t teach an old dog

Conflict Resolution Paper Management 570

new tricks. Most of us have learned our skills growing up and following our parents lead

we have observed others listening, oral, and interpersonal communication and from that

information we have shaped our experiences. My mother in law always told me we make

decisions on the information we have at the time right or wrong. Physiologically we tend

to respond in one or two ways fight or flight that is we are ready to take on the conflict or

run away. Learning about the different conflict modes will be able provide information and

be better equipped and create a plan which can be a thought out process in behavioral change. If we can identify those physiological responses when those conflicting situations arise

we may be able to change the behavioral response to a positive reaction. Remember before you

negotiate stop and ask yourself which of the five conflict styles best describes you opponent?

Do not blindly assume to apply only one negotiation style once you know the style you are

dealing with you have taken an important step to obtaining the flexibility in the negotiations.

A closing thought is educating oneself constantly and practice using active listening skills

because when you hear what the other is saying and phrasing back it shows you have taken a

vested interests in the conversation. Practicing ones daily conflict management skills will lead to

more successful engagement in conflict outcomes which will foster better communication as well

as a greater work, personal and family productivity. After all when can manage our conflicts

more effectively we will be less burdened and be able to spend more productive energy in

building pasts, present, and future relationships.

Conflict Resolution Paper Management 570

References

Borisoff, D., and D. A. Victor.  1997.  Conflict management:  A communication skills approach, 2nd ed.  Boston:  Allyn and Bacon.

http://www.cios.org/encyclopedia/conflict/Asignificance1_dailylife.htm Retrieved April 17,2013

Comprehensive Assessment Guides.  Hocker-Wilmot Conflict Assessment Guide. Retrieved April 20 2013   http://spot.colorado.edu/~wehr/40GD1.HTM

Folger, J. P., Poole, M. S., & Stutman, R. K. (2009).  Working through conflict, strategies for relationships, groups, and organizations. (6th ed.).  Boston:  Pearson Education, Inc.

Gottman, J. M. (1994). What predicts divorce? The relationship between marital processes and marital outcomes. Hillsdale, NJ: Lawrence Erlbaum

Hammill, G. (2005). FDU Magazine Online. Mixing and Managing Four Generations of Employees. Retrieved April 9 2013 from http://www.fdu.edu/newspubs/magazine/05ws/generations.htm

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Hogg, M. A. (2003). Social categorization, depersonalization, and group behavior. In M. A. Hogg & S. Tindale (Eds.) Blackwell handbook of social psychology: Group processes (pp. 56–85). Oxford: Blackwell.

LSI. Conflict. (2013). Self Development Guide. Human Synergistics Inc. Center for Appllied Research. Chicago, IL.

Kilmann, R. H., & Thomas, K. W. (1977). Developing a forced-choice measure of conflict-handling behavior: The “mode” instrument. Educational and Psychological Measurement, 37(2), 309–325.

Kotter International Inc. (2012). Kotter International. 8 Step Process for Leading Change. Retrieved March 6, 2013 fromhttp://www.kotterinternational.com/our-principles/changesteps/changesteps

Lewicki,R.J.,Saunders, D.W., & Barry, B. (2010). Negotiation (6th ed.). New York, NY: McGraw-Hill

M.A. Rahim and N.R. Magner (1995). Confirmatory Factor Analysis of Styles of Handling Interpersonal Conflict Contact: First Order Factor Model and Its Invariance across Groups. Journal of Applied Psychology 80, no. 1, 122-123. Retrieved April 7 2013 fromhttp://www.sagepub.com/northouseintro2e/study/resources/questionnaires/89527_09q.pdf

Milkovich, G., Newman, J. &Gerhart, B. (2011). Compensation (10th ed.). New York, NY: McGraw-Hill/Irwin.

Noe, R. A. (2010). Employee Training & Development. (5th ed.). New York, N.Y.: McGraw-Hill/Irwin

Osborn, R.N., J.R., Hunt, J.G., Schermerhorn, & Uhl-Bien, M. (2010). The Communication Process and Possible Sources of Noise [Figure 10.4]. Organizational Behavior. Hoboken, NJ: John Wiley & Sons.

Pearson, J. (1983). Interpersonal Communication. Glenview, Illinois: Scott, Foreman and Company.

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Robbins et al (2003: 205) and Greenberg and Baron (1995: 301)

R.V. Armstrong & Associates. (1997). High performance organizations. , Schermerhorn, Jr., J.R., Hunt, J.G.

Vitalsmarts. (2006). Silence Fails The Five Crucial Conversations for Flawless Execution. Retrieved April 16 2013 from http://cms.vitalsmarts.com/d/d/workspace/SpacesStore/982e18ef-032a-4675-8b27-52bb53b90ffb/Silence%20Fails%20Assessment.pdf?guest=true

http://www.youtube.com/watch?v=-4f-74WbnsU&list=PLB6E8BB711E0969F2

http://www.youtube.com/watch?v=qHRF8q3ltRw&list=PLB6E8BB711E0969F2

Wilmot, W. W., & Hocker, J. (2010). Interpersonal conflict. (8th ed.). New York: McGraw-Hill.