Transcript Chapter 6
Conflict Defined
Cold Conflict
functional
little to no emotion
builds consensus
enhances relationships
Hot Conflict
dysfunctional
much emotion
destroys relationships
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Factors Influencing
Hot Conflict
Attitudes
Control imbalance
Outcome importance
Perceptions of:
interdependence
different goals
being kept from goals
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The Conflict Process
Analysis
Frustration
Conceptualization
Behavior
Other’s reactions
Outcome
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Consequences of Conflict
Decreased productivity
Low morale
Absenteeism
Stress
Turnover
Law suits
Violence
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Types of Conflict
Interpersonal
Individual - Group
Group - Group
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Sources of Conflict
Hidden
Fear
Embarrassment
Distrust
Hurt
Anger
Uncertainty
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Sources of Conflict
Surface
Interdependence
Jurisdictional Ambiguity
Communication
Culture and Value
Difficult Personalities
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Types of Difficult People
Aggressive
Tank
Grenade
Sniper
Know-it-all
“No” person
Whiner
Passive
“Yes” person
Bump-on-a-log
‘Round-to-it
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Angry Customers
Aggressive Behaviors
Warriors
Unloaders
Child
Blamer
Gunny Sacker
Passive Behaviors
Survivalists
Guiltmakers
Pretenders
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Handling Diversity Disputes
Increase scope of diagnoses
Validate the other groups’ culture and
viewpoint
Encourage workplace diversity
Identify power and control imbalances and
redistribute where appropriate
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Individual Differences in
Dealing with Conflict
Personality traits versus
learned behavior
Relationship of disputing
parties
Gender differences
Past conflict experiences
Conflict response style
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Conflict Response Styles
The Sage
Problem-solver
Win/Win orientation
Cooperative problem solving
Emphasis on preserving
relationship and meeting own
goals as well as that of
others
Conflict Response Styles
The Diplomat
Goal-oriented
Compromising orientation
- provide evidence
- persuasion
Emphases on relationship
and each other’s goals
Conflict Response Styles
The Ostrich
Avoidance
Withdrawal orientation
- quit
- complaining to others
Over-emphasis is on
preserving relationship
Conflict Response Styles
The Philanthropist
Accommodating
- smoothing and
conciliation
High concern for satisfying
needs of others
Conflict Response Styles
The Warrior
Win/Lose orientation
- winning at all costs
Potential problem
creator
Focus on own goals
Conflict Management Stages
Stage 1: Analysis
Determine best strategy
to use
Dictation
Arbitration
Mediation
Negotiation
Identify all sources of
conflict
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Conflict Management Stages
Stage 1: Analysis
Dictation is best when:
parties are irrational
no trust exists
too angry to be realistic
have mental health issues
alcohol or drugs are involved
when violent behavior is potential
parties have poor communication
skills
there are time constraints
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Conflict Management Stages
Stage 1: Analysis
Mediation and negotiation are
best when:
parties are rational
parties want to work out a solution
together
some trust still exists
there are no time constraints
Arbitration
same as mediation but use when
parties get stuck during mediation
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Ury Negotiation Model
Don’t react
Don’t argue
Don’t reject
Don’t push
Minimize escalation
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Conflict Management Stages
Stage 2: Confrontation
Story telling
Stage 3: Resolution
Problem and sources have
been identified
Alternative resolutions are
brainstormed
Mutually agreeable solution
chosen
Agreement to monitor
changes in the future
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Summary of Conflict
Management Stages
Stage 1: Analysis
Decide strategy
dictation
arbitration
mediation/negotiation
Stage 3: Resolution
Brainstorm solutions
Choose solution
Agree to
monitor/change
Identify all conflict
sources
Stage 2: Confrontation
Storytelling
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Managing Workplace Conflict
Interpersonal Communication
Techniques
Active listening
Reflecting
Empathy
Questioning
Highlight common goals
Creating trust
Inquiring silence
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Managing Workplace Conflict
Active Listening Means
Using nonverbal gestures to let employees
know their concerns are being heard.
eye contact
head nodding
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Managing Workplace Conflict
Reflecting Means
Seeking clarification through paraphrasing of
what each individual has said.
Open-ended vs. closed-ended questions
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Managing Workplace Conflict
Communication Reminders
Use “I” rather than “you”
Focus on behaviors, not personality
Give clear and specific examples
Explain impact of inappropriate behaviors on
others
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Dealing with Difficult People
Direct Intervention
Indirect Intervention
positive feedback when
appropriate behavior is used
Direct Coping
address behavior
explain impact of behavior on
others
separate difficult employee from
others
Indirect Coping
provide training to others on
dealing with difficult personality
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Effectiveness of Techniques
Depends on:
Disputing parties’ communication skills
Conflict perspective
Power distribution
Personal accountability
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Preventing Workplace Conflict
Well-written job descriptions
Unambiguous policies
Clarification of roles and
expectations
Training on new policies
Conflict management training
For teams, clarification of
levels of authority
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Managing Workplace Conflict
Steps for Mediation
Step 1: Stabilize the setting
greet parties
use interpersonal communication techniques
confirm neutrality
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Managing Workplace Conflict
Steps for Mediation
Step 2: Help disputants communicate
both parties tell their side without interruption
clarify unclear issues
summarize main problems
focus on areas of agreement
prioritize what needs to be settled
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Managing Workplace Conflict
Steps for Mediation
Step 3: Help parties negotiate
seek cooperation
help them explore alternative solutions
allow venting but no accusations
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Managing Workplace Conflict
Steps for Mediation
Step 4: Clarify their agreement
summarize the agreement terms
state each parties’ role in implementing the agreement
(who does what, when, where, how)
explain follow-up process
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