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Class NameInstructor NameDate, Semester

Conflict Survival KitSecond edition

Griffith & Goodwin

The Nature of Conflict

Performance Competencies

After you have finished reading this chapter, you will be able to:

• Describe the general nature of conflict• Describe the costs of unresolved conflicts in

organizations and among individuals• Articulate a definition of conflict• Differentiate between positional and interest-based

approaches to addressing conflict

How Does Conflict Affect Us?

Global Conflict

Politics

Depictions in TV, movies, games, other media

Lawsuits

Neighbor disputes

Employment disputes

Uncivil discourse

Social Media

Strained relationships

The win/lose paradigm of conflict is pervasive in our culture, as evidenced by:

Is Conflict Bad?

These responses, though appropriate under some circumstances, are often not wholly constructive in resolving conflict:

• Avoidance – generally out of fear• Accommodation – conceding often at the sacrifice our own

interests• Competition – often at the cost of maintaining positive

relationships• Compromise – we win some, but also lose some

A Better Response: Collaboration

Collaboration encourages a focus on both:• Achieving the best outcome for both parties; and• Supporting the on-going relationship between the parties

Is Conflict Bad?

• We often fail to engage in collaborative approaches because of our perception that achieving both positive outcomes and supporting relationships is possible

• Change this perception and we change our outlook about what may be achieved

• Conflict is neither good nor bad; instead, conflict can offer opportunities for change and positive outcomes

A Deeper Look at Conflict

Conflict involves• Interdependent parties – we are often in conflict because one

party needs something from the other• Incompatible interests – perception that one party’s wants,

needs, values and goals cannot be met except by exclusion of other party’ s interests

• Competition – perceive conflict as win-lose proposition

The Solution: Communicate!

• If parties dig deeper into why they are in conflict, they may uncover underlying interests that have not been addressed

• They may also learn that their interests are more compatible than they initially realized

Two Approaches to Addressing Conflict: Positional & Interest-based

Positional• Parties hold firm to positions

• No concern about exploring underlying interests

• Typically, a contest of wills

• Not effective if on-going relationship with other party matters

Two Approaches to Addressing Conflict: Positional & Interest-based

Interest-basedTakes into consideration underlying

needs, wants, values and goals of the parties

More efficient than positional approaches because it eliminates game playing

• Focuses on:*

• Preserving, even improving, parties’ relationship• Meeting legitimate interests of both parties• Resolving conflicting interests fairly• Durability, i.e., lasts beyond the hand shake• Taking account interests of others affected by

agreement *(Based on: Fisher, Ury, Getting to Yes)

Challenges about Managing Conflict

Not all organizations look to their managers to address conflicts because:

• Over-reliance on “professional” conflict management specialists and formal processes instead of reliance on managers “on the ground” who are equipped and empowered to resolve conflicts as they arise

• Failure to adopt current management paradigms where managers must take facilitator and/or mediator roles when managing teams

The Good News about Managing Conflict in Today’s Organization

o There is a clear need for informal, internal conflict resolution specialists who serve in such roles as part of their regular duties

o The aspiring manager who demonstrates effective conflict management skills and competencies has a “leg up” for hiring and advancement opportunities

o You are capable of mastering the concepts, tools and strategies to effectively manage conflict in your organization

Class Quiz

1. Describe five examples in today’s society demonstrating conflict as typically involving winners and losers

2. Describe the four ways individuals typically respond to conflict that are less effective and the one way that is more effective

3. List and describe the three components defining conflict

4. Compare and contrast interest-based and positional approaches to resolving conflict

Case: Confrontation vs. Cooperation (Class Discussion)

Overview: Joe (manager) observes conflict between Tina (customer service rep.) and Maria (customer) and must step in to restore a damaged customer relationship

Read Case and Role Profiles

Case questions:• Should Joe take a positional bargaining approach by

apologizing for Tina’s rudeness and inconvenience but holding firm on the store’s policy?

• Or should he seek a win/win by accepting the return, even though it goes against store policy, in exchange for restoring Maria’s goodwill and the hope of gaining repeat business?

• Is there a third approach?• Which approach would you use? Why? Defend your

answer