business leadership and organizational behavior conflict management craig w. fontaine, ph.d
TRANSCRIPT
Business Leadership and
Organizational Behavior
Business Leadership and
Organizational Behavior
Conflict Management
Craig W. Fontaine, Ph.D.
Definition of ConflictDefinition of 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– That point in an ongoing activity when an interaction
“crosses over” to become an interparty conflict
Organizational ConflictOrganizational Conflict
Organizational Conflict– The discord that arises when goals, interests or
values of different individuals or groups are incompatible and those people block or thwart each other’s efforts to achieve their objectives.
– Conflict is inevitable given the wide range of goals for the different stakeholder in the organization.
• Lack of conflict signals that management emphasizes conformity and stifles innovation.
• Conflict is good for organizational performance although excessive conflict causes managers to spend too much time achieving their own ends.
Transitions in Conflict ThoughtTransitions in Conflict Thought
Traditional View of Conflict
– The belief that all conflict is harmful and must be avoided
– Prevalent view in the 1930s-1940s
Conflict resulted from:
– Poor communication
– Lack of openness and trust between people
– Failure to respond to employee needs
Continued Transitions in Conflict ThoughtContinued Transitions in Conflict Thought
Human Relations View of Conflict– The belief that conflict is a natural and
inevitable outcome in any group– Human relations school advocated acceptance
of conflict, which may sometimes benefit a group’s performance
– Prevalent from the late 1940s through mid-1970s
Interactionist View of Conflict– The belief that conflict is not only a positive
force in a group but that it is absolutely necessary for a group to perform effectively
– Current view
The Effect of Conflict on Organization PerformanceThe Effect of Conflict on Organization Performance
Forms of Interactionist ConflictForms of Interactionist Conflict
Functional conflicts:
- Conflicts which are constructively support the goals of the group and improve its performance
Dysfunctional conflicts:
-Conflicts that destructively hinder group performance or involve personal attack.
Types of Organizational ConflictTypes of Organizational Conflict
• Intra-group Conflict• Conflict within a group or team.
• Inter-group Conflict• Conflict between two or more teams or groups.
• Inter-organizational Conflict• Conflict that arises across organizations.
• Inter-personal Conflict - conflict between individuals • Inter-role Conflict - a person’s experience of conflict
among the multiple roles in his/her life• Intra-role Conflict - conflict that occurs within a
single role, such as when a person receives conflicting messages about how to perform a certain role
• Person–role Conflict - conflict that occurs when an individual is expected to perform behaviors in a certain role that conflict with his/her personal values
Types of Personal ConflictTypes of Personal Conflict
The Conflict ProcessThe Conflict Process
Stage I: Potential Opposition or IncompatibilityStage I: Potential Opposition or Incompatibility
Communication– Semantic difficulties, misunderstandings, and
“noise” Structure
– Size and specialization of jobs– Jurisdictional clarity/ambiguity– Member/goal incompatibility– Leadership styles (close or participative)– Reward systems (win-lose)– Dependence/interdependence of groups
Personal Variables– Differing individual value systems– Personality types
Stage II: Cognition and PersonalizationStage II: Cognition and Personalization
Important stage for two reasons:
1. Conflict is defined • Perceived Conflict
– Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise
2. Emotions are expressed that have a strong impact on the eventual outcome• Felt Conflict
– Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility
• Latent Conflict - Conditions are “ripe”• Perceived Conflict - First differences voiced• Felt Conflict – Parties feel it – anxious/stress• Manifest Conflict – Open conflict!• Conflict aftermath – Conflict over
Stages of ConflictStages of Conflict
Perceptions play a major role in conflicts. People can perceive conflict along several dimensions:
• Relationship/Task • Emotional/Intellectual• Cooperate/Win
or is it….• Public versus private• Formal versus informal• Rational versus non-rational
The Role of Perception is ConflictThe Role of Perception is Conflict
Stage III: IntentionsStage III: Intentions
Intentions– Decisions to act in a given way– Note: behavior does not always accurate reflect
intent
Dimensions of conflict-handling intentions:– Cooperativeness
• Attempting to satisfy the other party’sconcerns
– Assertiveness• Attempting to satisfy
one’s own concerns
Stage III: Intentions (Summary of Styles)Stage III: Intentions (Summary of Styles)
Dimensions of conflict-handling intentions:– Competing
• One seeks to satisfy his/her own interests, regardless of the impact on other parties, one wins and the other losses.
– Collaborating• Search for cooperation and a mutually beneficial outcome—Win-
Win solution. Party solve problems by clarifying differences rather than by accommodating various points of view.
– Avoiding• One to withdraw or suppress the conflicts. E.g. trying to ignore a
conflict and avoid others with whom you disagree. – Accommodating
• One attempts to place the other conflicting party’s interest above his/her own in order to maintain relationship. More self sacrificing
– Compromising• Each party to a conflict seeks to give up something to results a
compromised outcome. No clear winner or loser.
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Uncooperative Cooperative
Assertive
Unassertive
COMPETINGCOMPETING COLLABORATINGCOLLABORATING
COMPROMISINGCOMPROMISING
AVOIDINGAVOIDING ACCOMODATINGACCOMODATING
Stage III: Intentions (Summary of StStage III: Intentions (Summary of StStage III: IntentionsStage III: Intentions
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Style Works Doesn’t Work
COMPETE
• Quick results
• Emergencies
• Adverse decisions (e.g. discipline, cost-cutting)
• Company policy (where you’re right)
• Protecting yourself from being taken advantage of
• Hurts others
• Makes them mad/ resentful
• Sabotage/resistance: problems, won’t work, attendance, overtime
Credit - Scott Davis. Adapted from the Thomas-Kilmann Conflict Mode Instrument© 2004 Chaos Management, Ltd.
The ability to argue or debate The ability to influenceSkills Standing your ground Stating your position clearly
Asserting your opinions and feelings
Stage III: IntentionsStage III: Intentions
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Style Works Doesn’t Work
COLLABORATE
• New ideas, insights, “better solutions”
• Gets commitment
• Working harder through feelings in a relationship
• Learning is important—you know you don’t have the solution
• Lack of time
• Trivial problem
• No interest: see no result/benefit, don’t like each other
Credit - Scott Davis. Adapted from the Thomas-Kilmann Conflict Mode Instrument© 2004 Chaos Management, Ltd.
Listen Identify concerns as you are workingSkills Be open Analyze what is in front of you
Identify interests
Stage III: IntentionsStage III: Intentions
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Style Works Doesn’t Work
COMPROMISE
• Projects (division of work: “I’ll do, you’ll do”)
• Backup to compete or collaborate
• When trade-offs are necessary—splits difference
• Scheduling vacations, work hours, etc.
• Temporary solutions
• Expedient solutions under time pressure
• Trade-off causes problems in productivity, quality, customer satisfaction, timeliness, and cost effectiveness
• Involves strategic decisions and goals
• Breach of commitments previously reached
• Violates company policies, norms, goals
Credit - Scott Davis. Adapted from the Thomas-Kilmann Conflict Mode Instrument© 2004 Chaos Management, Ltd.
Skills Find middle ground Make concessions “Split the difference”
Stage III: IntentionsStage III: Intentions
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Style Works Doesn’t Work
AVOID
• Trivial issues or not real issue
• Need more time
• Others can solve it better/it is not my role
• Getting another opportunity to listen, ask questions, get information
• Potential damage of confrontation outweighs benefits
• Message not heard
• Problem does not go away
• Can cause stress, looks “bad”
Skills Ability to withdraw Sense of timing Ability to leave some things unresolved
Credit - Scott Davis. Adapted from the Thomas-Kilmann Conflict Mode Instrument© 2004 Chaos Management, Ltd.
Stage III: IntentionsStage III: Intentions
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Style Works Doesn’t Work
ACCOMMODATE
• Deadlines
• Gets results
• You’re wrong and you know it
• Helps relationships/builds “bank”
• You’re outmatched, losing
• Not important to you—very important to other
• Harmony is very important
• Can’t please everyone
• Taken advantage of—projects, workload, etc.
• Potential bad direction, ideas
• Expectations/roles are misunderstood
Skills Ability to forego desires Ability to yield and keep peace Ability to apologize gracefully
Credit - Scott Davis. Adapted from the Thomas-Kilmann Conflict Mode Instrument© 2004 Chaos Management, Ltd.
Stage III: IntentionsStage III: Intentions
Strategies
Emphasizing superordinate goals that both parties agree on.
Focusing on the problems and issues at hand, and not personalizing the negotiations.
Focusing on interests not demands by understanding why the other party wants a specific need satisfied in the negotiations.
Creating new options for joint gain by focusing on new interests to allow new ideas to come forth
Focusing on what is fair opens up room in the negotiations for both parties to come to a mutual agreement about the best solution to a problem.
Stage IV: BehaviorsStage IV: Behaviors
Stage IV: BehaviorsStage IV: Behaviors
Strategies Focused on The Whole Organization
Changing the structure of the organization
Shifting from a functional structure to a product structure as the organization increases in size.
Increasing the levels of integration in the organization
Using cross-functional teams to resolve conflicts between departments.
Changing the organization’s culture
Taking steps to change dysfunctional norms and values to reduce conflict and refocus the organization on effective goals.
Altering the source of the conflict
If conflict is due to overlapping authority, managers can fix the problem at the source.
Stage IV: Behaviors (Conflict Resoultion Approach)Stage IV: Behaviors (Conflict Resoultion Approach)
Strategies Focused on Individuals
Increasing awareness of the source of conflict
Can conflict source can be found and corrected?
Increasing diversity awareness and skills
Older workers may resent younger workers, or experience cultural differences.
Practicing job rotation or temporary assignments
Provides a good view of what others face.
Using permanent transfers and dismissals when necessary
Avoids problem interactions.
Stage V: OutcomesStage V: Outcomes
Functional– 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
Dysfunctional– Development of
discontent
– Reduced group effectiveness
– Retarded communication
– Reduced group cohesiveness
– Infighting among group members overcomes group goals
Creating Functional Conflict– Reward dissent and
punish conflict avoiders
Resolution of a Conflict Occurs When:
The physical well-being of each party is maintained during
negotiations and in the resolution reached.
Feelings of self-worth of each party are maintained during
the negotiation process and in the resolution reached.
Each person respects or tolerates the other party as a person
person while understanding that this does not imply
approval of that party’s morals or values.
All relevant facts and available and technical information are
considered and used by the persons in reaching the resolution.
The resolution reached was chosen by each party even though
other options were available.
Individual DifferencesIndividual Differences
Personality Traits– Extroverts and agreeable people weaker at
distributive negotiation – disagreeable introvert is best
– Intelligence is a weak indicator of effectiveness Mood and Emotion
– Ability to show anger helps in distributive bargaining
– Positive moods and emotions help integrative bargaining
Gender– Men and women negotiate the same way, but may
experience different outcomes– Women and men take on gender stereotypes in
negotiations: tender and tough– Women are less likely to negotiate
Global ImplicationsGlobal Implications
Conflict and Culture (Example)– Japanese and U.S. managers view conflict
differently– U.S. managers more likely to use competing
tactics while Japanese managers are likely to use compromise and avoidance
Cultural Differences in Negotiations (Examples)– Multiple cross-cultural studies on negotiation
styles, for instance:• American negotiators are more likely than Japanese
bargainers to make a first offer
• North Americans use facts to persuade, Arabs use emotion, and Russians used asserted ideals
• Brazilians say “no” more often than Americans or Japanese