understanding and managing conflict
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UNDERSTANDING AND MANAGINGCONFLICT
ROBERT ADATSI
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INTRODUCTION
Conflict is inevitable in working in group
Conflict is often seen as evil but can
actually be beneficial if well understood and
handled
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What is interpersonal conflict
We have a tendency to try to avoid conflict
However a difference of opinion is not
necessarily harmful. It can be beneficial
The problem is our understanding of conflict
and our ability to handle it objectively.
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What is interpersonal conflict
This is especially so with emotionally
charged conflict
Too much conflict can be a problem but so
can too little
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Beneficial side of conflict
Sparks creativity
Stimulates innovation
Encourages personal improvement
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Dysfunctional side of conflict
Conflicts simulated for or by self serving
interests
Petty personality conflicts
Arguments over things that cannot be
changed
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Dangers of too much Agreement
Members of a group can be so homogenousthat they are ill equipped to adapt to change
Members can become so complacent thatthey do not see the need to improve or
change
Group think of examples
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So .
Conflict is both inevitable and necessary in
effective organizations
The task of the effective manager is to
maintain an optimal level of conflict, while
keeping conflicts focused on productivepurposes
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So
You can become much more comfortable with
handling conflict by:
Understanding Causes of conflict
Understanding Variety of approaches for effectively
managing conflict
Gaining confidence through training in ones personal
skills for handling the tense emotionally charged
environment typical of many interpersonal conflicts
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Skills a manager needs
Diagnose the cause of conflict
Select the appropriate conflict managementtechnique
Settle interpersonal disputes in such a way
that the underlying problems are resolved
and the interpersonal relationships betweenthe parties to the dispute is not damaged
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Sources of conflict
Personal differences
Attitudes, values and needs. Shaped by socialization,
culture, education, traditions, life experiences etc
Focus of conflict is perceptions and expectations
Information deficiency
Use of different data sets, misinterpretation, non receipt of
information etc Focus of conflict is misinformation and misrepresentation
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Sources of conflict
Role incompatibility
People whose tasks are interdependent but whose roles are
incompatible e.g. the social scientist and the basic scienceresearcher all examining aspects of malaria vaccines
Focus of conflict is goals and responsibilities
Environmental stress
Austere budgets, Organizational Uncertainty etc Focus of conflict is resource scarcity and uncertainty
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Conflict response alternatives
Distributive solutions Forcing
Accommodating Avoiding
Compromising
Integrative solutions Collaborating
Summary of the approach, objective, your postureand likely outcome for each alternative from Whettenet al 1996
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Forcing
Objective Get your way
Your posture I know what is right. Dont question my judgment or
authority
Supporting rationale It is better to risk causing a few hard feelings than to
abandon the issue
Likely outcome You feel vindicated but the other party feels defeated and
possibly humiliated
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Compromising
Objective Reach an agreement quickly
Your posture lets search for a solution we can both live with so we can
get on with our work
Supporting rationale Prolonged conflicts distract people from their work and
cause bitter feelings
Likely outcome Participants go for the expedient, rather than effective
solutions
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Accommodating
Objective Dont upset the other person
Your posture How can I help you feel good about this? My position isnt
so important that it is worth risking bad feelings between us
Supporting rationale Maintaining harmonious relationships should be our top
priority
Likely outcome The other person is likely to take advantage
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Collaborating
Objective
Solve the problem together
Your posture
This is my position, what is yours? Im committed to finding
the best possible solution. What do the facts suggest?
Supporting rationale
Each position is important though not necessarily equallyvalid. Emphasis should be placed on the quality of the
outcome and the fairness of the decision making process
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Collaborating
Likely outcome
The problem is most likely to be resolved. Alsoboth parties are committed to the solution and
satisfied that they have been fairly treated
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What strategy to use?
The strategy to use depends on the issue and the
circumstances
There is no one strategy that is always the best or
always possible
When issues and circumstances allow, collaboration
is generally the best approach. It produces fewest
negative side effects
Always explore the possibility for collaboration
before giving it up.
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Forcing
Conflict of values or perspectives is involved and you
feel compelled to defend the correct position
Superior subordinate relationship is involved
Maintain a close supportive or close personal
relationship is not seen as important or critical i.e.
you have not qualms about the possibility of loosing
a relationship
Sense of urgency
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Accommodating
Maintaining a good personal relationship
outweighs all other considerations May be the only option sometimes for
subordinates of powerful bosses
Issues are not vital to your interests
Problem must be resolved quickly
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Compromise
Complex issues of moderate importance where there
are no simple solutions
Both parties have a strong interest in different
aspects of the problem
Adequate time for negotiation
Compromise negotiations tend to work best between
partners with equal power who are committed to
maintaining a good long term relationship
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Avoidance
Ones stake on an issue is not high
No strong interpersonal reason for gettinginvolved
Severe time constraints and pressures that
limit your ability to apply compromise and
collaboration even though you would havepreferred that
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What to do?
Part of the skill of effective conflict management is
choosing the appropriate approach
If you use one or two approaches all the time
regardless of different and or changing
circumstances you are probably not an effective
conflict manager
Collaboration is good but requires time and effort onthe part of all parties (it takes two to tango)
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Resolving conflict by collaboration
Problem identification
Solution generation
Action plan formulation and agreement
Implementation and follow up
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Integrative Negotiation Strategy
(Collaboration)
Establish common goals
Separate the people from the problem Focus on interests not positions
Invent options for mutual gains
Use objective criteria Define success in terms of gains not losses
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Collaboration
Virtually every conflict has:
Initiator (one with the issue) Responder (one who needs to react for problem
solving)
Third party (mediator) comes in when the
initiator and respond are unable to resolvethe problem and it persists
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Initiator
Maintain personal ownership of the problem
Clearly describe your problem in terms ofbehaviors, consequences and feelings
Avoid drawing evaluative conclusions and
attributing motives to the respondent
Persist until understood
Encourage two way discussion
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Initiator
Manage the agenda: approach multiple or
complex problems incrementally
Focus on commonalities as the basis for
requesting a change
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The second party or the accused
Establish a climate for joint problem-solving
by showing genuine interest and concern
Agree with some aspect of the complaint
Ask for suggestions of acceptable
alternatives
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The Mediator
Acknowledge that a conflict exists andpropose a problem solving approach for
resolving it
Overall methodology What is the current position of the disputants
What is the current relationship between thedisputants
What is the nature of the problem
Manage the discussion to insure fairness
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Mediator
Overall methodology (contd)
Facilitate exploration of solutions rather than
judge responsibility for the problem
Explore options by focusing on interests, not
positions
Make sure that all parties fully understand andsupport the agreed solution and that follow up
procedures have been established