Transcript Certification Study Group Conflict Management What is Conflict?  A process in which one party consciously interferes in the goal-achievement efforts of another     Can Can Can Can be be be be between between between between a supervisor and.

Certification Study Group
Conflict Management
What is Conflict?

A process in which one party consciously
interferes in the goal-achievement efforts
of another




Can
Can
Can
Can
be
be
be
be
between
between
between
between
a supervisor and a worker
two departmental operatives
two managers
departments
Conflict is a Natural
Organizational Phenomena



Members have different goals
Members compete for scarce resources
Members have diverse backgrounds,
education, experiences, interests
Conflict is not all Bad



Stimulates creativity, innovation and
change
Organizations need change to adapt
and survive
There should be enough conflict in the
organization to keep it responsive and
innovative but not so much to hinder
performance
The Positive Role of Conflict
Conflict may keep your unit responsive and innovative
Conflict
Change
Adaptation
Survival
Where do Conflicts Come
From?

Communication differences


Encompass those differences arising from
misunderstandings and different meanings
attached to words
Structural differentiation

Based on where they are in the
organization individuals differ over goals,
decision alternatives, performance criteria,
resource allocation
Where do Conflicts Come From?

Personal differences






Value systems
Personality characteristics
Family ties vs. material possessions
Job performance vs. seniority
Background, education, experience, and
training mold each individual uniquely
Some personalities just don’t mix
Managing Conflict – 5 Methods





Avoidance
Accommodation
Forcing
Compromise
Collaboration
Lose -lose
Win - lose
Win - lose
Lose - lose
Win-win
Basic Techniques for Resolving
Conflict
High
Accommodation
Concern
for
others
Collaboration
Compromise
Avoidance
Low
Forcing
Concern for Self
High
Avoidance




Ignore it, withdraw from the conflict
Is the best course of action when the
conflict is trivial
Is the best course of action when the
potential disruption outweighs
intervention
Lose-lose situation
Accommodation




In order to maintain harmonious
relations, you place another’s needs
above your own
You accommodate when it is not all that
important to you
You accommodate when you are
“Building markers” for a later issue
Win-lose situation
Forcing





You use your formal authority to
resolve the dispute
This method is used when you need a
quick resolution
Works well when unpopular actions
must be taken on important issues
Works well when commitment by
others is not critical
Win – lose situation
Compromise





Requires each party to give up something of
value
Typical in labor contract negotiations
Common in dealing with interpersonal situations
Works best when there is parity in personal
power, when it is desirable to achieve a
temporary solution to a complex issue, or when
time is critical
Lose-lose situation
Collaboration




The ultimate win-win solution to conflict
Is a problem-solving approach to conflict
Each party/side reevaluates their position on
issues, work together to form a joint view or
solution
Works well when time pressures are minimal
and the issue is too important to
compromise
Issues Affecting the Selection
of a Conflict Resolution Style




Importance of the conflict
Concern over maintaining long-term
interpersonal relationships
Speed with which you need to resolve
the conflict
Source of the conflict

Communication, personal differences,
structural
Choosing the Appropriate
Resolution Technique
What’s my preferred
conflict-handling
Style?
Avoidance
Accommodation
Forcing
Compromise
Collaboration
What are my goals?
How important is
the conflict?
Is sustaining
supportive
relationships
important?
Is a speedy
resolution important?
What’s the source
of the conflict?
Communication
differences
Structural
differences
Personal
differences