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Conflict Management
Sources of Conflict
Desirability of Conflict
Types of Conflict
Undesirability of Conflict
Game Theory
Toward Conflict Management
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Sources of Conflict
Conflict is an
--expressed struggle
--between at least two interdependent parties
--who perceive incompatible goals, scare resources, and
--interference from others in achieving their goals (Wilmotand Hocker, 1998) Conflicts exist whenever incompatible activities occur.
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Sources of Conflict
Conflicts may originate from a number ofdifferent sources, including:
Differences in information, beliefs, values,interests, or desires.
A scarcity of some resource.
Rivalries in which one person or group competeswith another.
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Desirability of Conflict
Conflict can be desirable.
Conflict helps eliminate or reduce the likelihood ofgroupthink.
A moderate level of conflict across tasks within a group
resulted in increased group performance while conflictamong personalities resulted in lower group performance(Peterson and Behfar, 2003)
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Types of Conflict
Conflict of ideas
Dooley and Fryxell (1999) found that conflict of ideas at theearly stage of decision making (idea formulation) wasdesirable.
However, it can cause problems at a later stage when theideas have to be implemented.
Conflict of feelings are often calledpersonality conflict
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Types of Conflict
Opposition and Support
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Undesirability of Conflict
Conflicts can be hard to control once they have begun. The trend is toward escalation and polarization.
When conflict escalates to the point of being out of control,it almost always yields negative results.
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Game Theory
Game theory puts people into the mixed-motive situation. Covey (1990) in The Seven Habits of Highly Successful
People refers to the scarcity mentality versus theabundance mentality.
The scarcity mentality leads us to resent the success of others. The abundance mentality allows us to think of situations in
which everybody can win.
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Toward Conflict Management
Conflict managementis defined as the opportunity toimprove situations and strengthen relationships (BCS,2004).
proactive conflict management
collaborative conflict management
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Toward Conflict Management
Blake and Moutons Conflict Grid
Source: Reproduced by permission from Robert R. Blake and Jane Syngley Mouton.The Fifth Achievement.Journal of Applied Behavioral Science 6(4), 1970..
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Toward Conflict Management
Blake and Mouton (1970) proposed a grid that showsvarious conflict approaches. The 1,1 style is the hands-off approach, also called
avoidance.
The 1,9 position, also called accommodation, is excessivelyperson-oriented.
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Toward Conflict Management
The 5,5 position represents a willingness to compromise.
The 9,1 is the bullheaded approach, also called competing.
The optimum style for reducing conflict is the 9,9 approach,
also called collaboration.
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Toward Conflict Management
Borisoff and Victor (1998) argue that the best strategy forconflict management (negotiation) depends on thedesired outcome.
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Toward Conflict Management
Unilateral negotiation strategies include:
The trusting collaboration
strategy.
The open subordination strategy.
The firm competition strategy.
The active avoidance strategy.
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Toward Conflict Management
Interactive negotiation strategies Trusting collaboration
Principled negotiation
Firm competition
Soft competition Open subordination
Focused subordination
Active avoidance
Passive avoidance
Responsive avoidance
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Toward Conflict Management
Fisher, Ury, and Patton (1991) outline four principles thatcomposeprincipled negotiation. Separate the people from the problem.
Focus on interests, not positions.
Invent options for mutual gain. Seek objective criteria.
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Toward Conflict Management
The Continuum of Decision-Making Behavior has beendescribed as including four styles of decision making:
Tells
SellsConsults
Joins
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Toward Conflict Management
Diane Yale (1988) outlines three metaphoricalapproaches to conflict:
The competitive, adversarial
metaphorOften results in a winner and loser in the resolution process. Theproblem-solving metaphor
If [conflict] is focused on problem-solving, everything that comes at
you is seen as a problem or a solution.
The creative orientation metaphor
Brings an innovative quality to group conflict resolution.
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Toward Conflict ManagementPractical Tips
Walker and Harris (1995) offer thefollowing practical tips forimplementing the 9,9 style.
Encouraging behavior occurs whena team member:
1. Avoids feelings or perceptions thatimply the other person is wrong or
needs to change.
2. Communicates a desire to work
together to explore a problem or seek a
solution.
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Toward Conflict ManagementPractical Tips
4. Identifies with another team membersproblems, shares feelings, and accepts the
team members reaction.5. Treats other team members with respectand trust.
6. Investigates issues rather than taking
sides on them.
The same principles can be applied to
negotiating with others outside your
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Toward Conflict Management
A Continuum of Decision-Making Behavior
Source: From Stewart L. Tubbs. Empowerment (Ann Arbor, Mich.: U-Train, Inc., 1993), pp 5-9.Adapted from R. Tannenbaum and H.W. Schmidt. How to Choose a Leadership Pattern, Harvard
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Review of the Systems Approach
Individuals should understand their own personal triggersto better deal with conflict situations in the workplace(Robin, 2004)
Group members should think about other group membersearly on to identify privately those individuals andbehaviors that may push their buttons.
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Review of the Systems Approach
Conflict may have some desirable consequences.
Out of control conflict may be destructive.
Conflict-producing behaviors are more likely from thosehigh in aggression, dominance, and the need for
autonomy. An important factor related to conflict is the style of
leadership and the resulting group norms regardingconflict.