Managing Conflicts
Dr. Bindu Singhal
SIHMC Gwalior
Clearing the space
How to clear the space
Define the ‘thing’ – ‘what’s in the background…’
Define the emotion – ‘my emotion is…’
Put the emotion aside – ‘I’m going to put that aside…’
Clear at least three things each
Warm up Learning from each other
1. Take 1 minute each to think of an example of a conflict that you have dealt with constructively and another of one that ended in destruction (physical,
mental, professional, personal, etc.).2. Find a partner you DO NOT know very
well.3. Each one of you has 3 minutes each to
present the 2 scenarios, describe the context and share how things were managed. [Repeat for the other one too!]
What animal best characterizes your style during conflict?
Example, one person may be like an ostrich - prefers to hide and bury their head in the sand
Turn to the person next to you and discuss your choice for 1-2 minutes.
Be ready to share at your table the animal that you thought of and why
ConflictsA situation where there are at least two
differing perspectives, and where each party is emotionally invested in the results
May be a clash between ideas, principles or people
An inevitable by-product of relationships – personal and professional
A recurring part of our livesCan be made worse by our approaches /
responses to conflict itself
Conflict
A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.Is that point in an ongoing activity when an
interaction “crosses over” to become an inter-party conflict.
Functional versus Dysfunctional Conflict
Functional Conflict
Conflict that supports the goals of the group and improves its performance.
Dysfunctional Conflict
Conflict that hinders group performance.(Negative)
(Positive)
Types of ConflictTask Conflict
Conflicts over content and goals of the work.
Relationship Conflict
Conflict based on interpersonal relationships.
Process Conflict
Conflict over how work gets done.
The Conflict Process
Stage I: Potential Opposition or Incompatibility
CommunicationSemantic difficulties,
misunderstandings, and “noise”
Personal VariablesDiffering individual
value systemsPersonality types
StructureSize and specialization of
jobsJurisdictional
clarity/ambiguityMember/goal
incompatibilityLeadership styles
(close or participative)Reward systems
(win-lose)Dependence/
interdependence of groups
Stage II: Cognition and Personalization
Perceived ConflictAwareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.
Stage III: Intentions
Cooperativeness (Concern for relationships):
• Attempting to satisfy the other party’s concerns.
Assertiveness (Concern for personal goals):
• Attempting to satisfy one’s own concerns.
Cooperativeness (Concern for relationships):
• Attempting to satisfy the other party’s concerns.
Assertiveness (Concern for personal goals):
• Attempting to satisfy one’s own concerns.
Intentions
Decisions to act in a given way.
Dimensions of Conflict-Handling Intentions
Stage III: Intentions (cont’d)Competing/Controlling
A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict.
Collaborating
A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.
Avoiding
The desire to withdraw from or suppress a conflict.
Stage III: Intentions (cont’d)Accommodating
The willingness of one party in a conflict to place the opponent’s interests above his or her own.
Compromising
A situation in which each party to a conflict is willing to give up something.
Stage IV: BehaviorConflict Management
The use of resolution and stimulation techniques to achieve the desired level of conflict.
Conflict-Intensity Continuum
Stage V: OutcomesFunctional Outcomes from Conflict
Increased group performance
Improved quality of decisions
Stimulation of creativity and innovation
Encouragement of interest and curiosity
Provision of a medium for problem-solving
Creation of an environment for self-evaluation and change
Stage V: Outcomes
Dysfunctional Outcomes from ConflictDevelopment of discontent
Reduced group effectiveness
Retarded communication
Reduced group cohesiveness
Infighting among group members overcomes group goals
The Conflict Process
Conflict Management Styles Survey
Administration [10-15 min]Honesty -> Self learning Bear with repetitiveness.
Some answers may not fit, still…Wait quietly for others to finish!
Conflict Management Styles
Awareness of one’s own style the pre-requisite for selecting an appropriate course of action
Preferences become more rigid during conflicts
Rigidity and inflexibility inhibit conflict resolution…
Conflict Management Style Survey
• The highest number typically represents the conflict management style you perceive yourself to use most. (Most people see themselves as collaborators.)
• Look at the second highest number. It typically more accurately represents your strongest conflict management style!
• The lowest number represents the style in which your skills are typically the weakest.
Outline a plan to strengthen your weakest conflict management style.
Understanding Your ResultsCollaborating (column C) allows for
win/win with a focus on both task and relationship – but takes time
Compromise (column B) is intermediate – might mean splitting the difference or making more concessions – but it is quicker
Accommodating (column D) might take the form of selfless generosity or truly yielding to another’s view
Competing/Controlling (column A) may mean defending a position which you believe is right
Avoiding (column E) may mean postponing or side-stepping – but means there is no effort at task or relationship
Conflict Handling Style Sequence
Your Style Your Style SequenceSequence
1 – _____________1 – _____________
2 – _____________2 – _____________
3 – _____________3 – _____________
4 – _____________4 – _____________
5 – _____________5 – _____________
Preferred Style Preferred Style SequenceSequence
1 – Collaborator1 – Collaborator
2 – Compromiser2 – Compromiser
3 – Accommodator3 – Accommodator
4 – Controller4 – Controller
5 – Avoider 5 – Avoider
**Preferred style sequence based on research by Leadership Center at Washington State University
One right style?
To be continued……..
Dr. BinduSinghal SIHMC,GWL