Transcript Chapter Nine

Conflict
Management
Processes
Chapter 9
Assumptions
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Harmony is normal and conflict is abnormal.
Conflict and disagreements are the same
thing.
Conflict is just a break down of
communication.
Conflict should never be escalated & always
avoided.
Conflict mang. should be orderly & polite.
Assumptions
Anger and hostility are the predominate
emotion.
 One should fine the “right” way to
resolve conflict.
 Conflict is always bad.
 Manage means to suppress, ignore, or
avoid.
 Other assumptions about conflict?
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Metaphors…conflict is:
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Limiting
– Warlike and violent, explosive
– A trial, struggle, messy
– Animal behavior
 Neutralizing
– A game
– Heroic adventure
– Balancing act
 Expanding Potential
– Bargaining table, a tide, dance, garden
Conflict
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The interaction of interdependent people who
perceive opposition of goals, aims, and
values and who see the other party as
potentially interfering w/ the realization of
those goals. (Putnam & Poole)
 Key components (4 I’s)
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Incompatible (multiple levels)
Interdependence (only when conflict can arise)
Interaction (expression of conflict)
Interference (perceived and real)
Levels of Conflict
Interpersonal- individuals perceive goal
incompatibility (intra-group)
 Intergroup- considers the
disagreements of people in parties with
in an organization, ex. Departments
 Interorganizational- disputes between
two or more organizations
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How does conflict manifest itself
if improperly managed?
Competition
 Disputes
 Decreased satisfaction
 Inefficiency
 Low morale
 Sabotage
 W/holding information
 Others?????
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Phases of Conflict
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Latent-grounds for conflict exist among
individuals in interdep. relationships
Perceived-one or more of parts. Realize their
situation (incomp. & interdep.)
Felt-personalize perceived conflict by
focusing on conflict issue & planning
response strategies
Manifest-participants enact conflict through
communication
Aftermath-short & long term effects on
individual, relationship, & organization
Conflict Styles
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Managerial Grid (p. 163)-predisposition
to handling conflict situations that lead
to specific strategies
– Concern for self
– Concern for others
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5 Conflict Styles
– Avoidance
– Accommodating
– Compromise
– Collaboration
– Competition
T/K Model of Conflict
Management Styles
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Serves as a nice entry point
Conflict management is not static but
dynamic
Organizations are systems – that styles are
not isolated
My perception of mine might be different from
your perception of my style
Conflict mgmt. is process oriented
Styles and tactics are contextual
Critique of TK Grid
Treats the individual communicator as
the sole benchmark for conflict
 Not just 2 dimensional
 Downplay importance of NV and
irrational communication
 Ignores context (organization, task,
relationship)
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Activity
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TK Conflict Style Instrument
– (on Assignment Page)
– Check out your predisposition
– How do you deal with conflict?
Kinds of Bargaining
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Distributive
– Conflicting parties try to maximize their
own goals and minimize their own losses
– Centers on limited resources that must be
divided (ex. Wages, benefits)
– Communication is marked by withheld
information, and deception
Kinds of Bargaining
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Integrative
– Conflicting parties are trying to maximize
gains for both parties
– Bargainers discuss issues that would lead
to a more creative solution
– Communication is marked by open
disclosure, careful listening, and multiple
communication channels
Refer to “Case in Point: Working with
Jerks”(p. 166)
3rd Party Conflict
Resolution
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Managerial Conflict Resolution (p. 168)
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Outside Conflict Resolution (mediation)
– Direct tactics
– Non-direct tactics
– Procedural tactics
– Reflexive tactics
Influencing Factors
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Personal (limited impact)
– Personality (plays small role)
– Gender (research contradicts stereotypical
expectations) (p. 170)
– Framing (Spotlight on Scholarship-p. 171)
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Relational
– Hierarchical position
– Co-orientation
• Agreement
• Accuracy
• Perceived accuracy
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Cultural
– Communication channels & support
– Climate
Communication Climates
(Gibbs)
Defensive
Evaluation
Control
Strategy
Neutrality
Superiority
Certainty
Supportive
Description
Problem orientation
Spontaneity
Equality
Empathy
Provisionalism
Organizational Climate
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A relatively enduring quality of the internal
environment of an organization that is
Perceived & experienced by its members
Influences their behavior
Can be described in terms of the values of a
particular set of characteristics of the
organization (such as responsibility,
standards, reward, team spirit) (Tagiuri)
The perceived quality of relationships &
communication in the organization; the
degree of involvement & influence(Redding)
What to do?
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Check perception
Clarify communication
Advice from “Working Wounded” (Bob
Rosner)
Change strategies
Defuse or reduce anxiety of moment
Consider third party intervention
– Traditional vs. Alternative Model (p. 174)
Passive-aggressive article (additional
readings)
Give up/walk away?!?!?!?!
Crucial Conversations
Grenny, McMillan, Patterson, & Switzler (2002).
Crucial Conversations: Tools for talking when
the stakes are high.
A discussion b/w two or more people
where the stakes are high (high risks),
options vary, and emotions run strong
(relative to the individuals FOE,
relationship, tolerance)
 The path to high productivity passes
not through static systems but through
f2f conversations at all levels.
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HOW DO WE TYPICALLY HANDLE
CRUCIAL CONVERSATIONS?
We can avoid them
 We can face them and handle them
poorly
 We can face them and handle them well
 Other ways? How do you handle
“crucial conversations” in your life
especially the workplace?
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SOME COMMON CRUCIAL
CONVERSATIONS
Ending a relationship
 Talking to a coworker who behaves
offensively or makes suggestive
comments
 Asking a friend to repay a loan
 Giving a boss feedback about her
behavior
 Taking to a team member who isn’t
keeping commitments
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SOME COMMON CRUCIAL
CONVERSATIONS
Approaching a boss who is breaking his
own safety or quality policies
 Critiquing a colleague’s work
 Asking a roommate to move out
 Resolving custody or visitation issues
with an ex-spouse
 Dealing w/ a rebellious teen
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SOME COMMON CRUCIAL
CONVERSATIONS
Discussing problems w/ sexual intimacy
 Confronting a loved one about a substance
abuse problem
 Talking to a colleague who is hoarding
information or resources
 Giving an unfavorable performance review
 Asking in-laws to quit interfering
 Talking to a coworker about a personal
hygiene problem
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How to Deal with Crucial
Conversations? Solving Problems by
Categorization
Safety. When someone violates some sort
of safety policy, the very first person to see
this violation proceeds with a crucial
conversation.
 Diversity. When someone feels offended
they discuss the issue with the person
acting in an offending manor.
 Productivity. Affected parties immediately
address problems of productivity.
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How to Deal with Crucial
Conversations? Solving Problems by
Categorization
Quality. Discuss the problem face to face
when it first arises.
 Every other hot topic. Companies who
are the best at what they do are also the
best at crucial conversations.
 Summary: Address your problem when it
first presents itself, instead of dealing with
it later when it has had the potential to
overwhelm employees.
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Spotlight on Scholarship
Making Sense (p. 171)
 Intractable conflict
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Conflict frames
– Identity frames
– Characterization frames
– Conflict management frames
Approaches to Process
?????? How conflict mang. would be
considered by these different approaches:
Classical
 Human Relations
 Human Resources
 Systems
 Cultural
 Critical
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