Interpersonal Conflict

Objectives

Understand why conflict occursExplore the impact of conflictExamine conflict management stylesIdentify our personal conflict management stylesConsider the appropriateness of conflict stylesExamine a model for managing the conflict process

Definition

Conflict occurs when parties disagree over substantive issues or when emotional antagonisms create friction between them.

Substantive Conflict involves fundamental disagreement over ends or goals to be pursued and the means for their accomplishment

Emotional Conflict involves interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment and the like.

Intragroup

Interorganizationl

Intergroup

Interpersonal

Intrapersonal

Levels of Conflict in Organizations

Levels of ConflictIntrapersonal Conflict – Occurs within the individual because of actual or perceived pressures from incompatible goals or expectations.

Interpersonal Conflict – Occurs between two or more individuals in opposition to each other.

Intergroup Conflict – Occurs amongst groups in an organization.

Interorganizational Conflict – Occurs between organizations.

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Basic Forms of Conflict

FORM CORE MEANING

Goal conflict Incompatible preferences

Cognitive conflict

Affective conflict

Procedural conflict

Incompatible thoughts

Incompatible feelings

Incompatible views on process

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Role Episode Model

Role Senders Focal Person

* Perception of messages and pressures* Role conflict* Role ambiguity

* Response* Coping efforts* Compliance

* Role messages* Role pressures

* Role expectations* Perceptions of focal person’s behaviors* Evaluations

Source: Based on Kahn, R.L. et al. Organizational Stress: Studies in Role Conflictand Ambiguity. New York: John Wiley & Sons, 1964, 26.

Role is a cluster of tasks and behaviours that others expect a person to perform in doing a job.

A role set is the group of role senders that directly affect the focal person. A role set might include the employee’s manager, other team members, close friends, immediate family members, and important clients or customers served

Types of Role ConflictIntrasender role conflict

Intersender role conflict

Interrole conflict

Person- role conflict

Why Conflict Occurs

Worker needs/values

Personality

Job assignments

Scarce resources

Job design

Organizational structure

Culture differences

Interpersonal Conflict

Exists when two or more people have incompatible goals and one or both believe that the behavior of the other prevents their own goal attainment

Other Person’s Other Person’s BehaviorBehavior

Conflict Conflict stylestyle

TheConflict Process

Person’s Person’s Experienced Experienced FrustrationFrustration

Conflict Conflict aftermathaftermath

Conflict Conflict resolutionresolution

Person’s Person’s Conceptualization Conceptualization

of Conflictof Conflict

Potential Negative Effects

Decreased performanceDissatisfactionAggressionAnxietyWasted timeWasted energyReduced efficiency

Potential Positive Effects

Identifies issues of importance to others

Resolution of underlying problems

Enhancement of group development

Intergroup conflict can increase within-group cohesion

Facilitation of needed organizational change

Unassertive

AssertiveConflict Management Styles

CompetingCompeting CollaboratingCollaborating

AccommodatingAccommodatingAvoidingAvoiding

CompromisingCompromisingCooperativeUncooperative

Conflict Management Styles

Compromising

Competing

Collaborating

Avoiding

Accommodating

Conflict Behavior Styles

Fox - Compromising

For the common good Moderately concerned with relationships and goals Point out to the other person that if you both will make a few concessions, the conflict can be resolved quicklyPoint out that if the disagreement is to be resolved, some sacrifices must be made by both of you

Conflict Behavior Styles

Shark - Competing

Try to overpower opponents by forcing them to accept their solutionsNot concerned with needs of othersDo not care about how others perceive themBelieve in winning and losingPursue your goals regardless of the other person’s concernsMake the first move, gain control, and maximize chances of obtaining your demandsProlong discussion until the other person gives in to your approach for handling the problem

Conflict Behavior Styles

Owl - Collaborating

Value their own goals and relationshipsView conflicts as problems to be solvedSee conflicts as improving relationships by reducing tension Determine where each of you stands; identify options available to meet both parties’ needsSuggest combining your ideas with the other person’s ideas to make an even more workable ideaExpress concern for the differences between you; let the other person know you want a resolution that satisfies both of you

Conflict Behavior Styles

Turtle - Avoiding

Avoid conflict as all costsGive up their personal goals & relationshipsDownplay the seriousness of the problem: “Let’s not waste time with the matter.”Tell the other person that the problem does not concern youExplain that there is no point in trying to resolve a conflict between two people with such basically different personalitiesEasier to withdraw than face conflict

Conflict Behavior StylesTeddy Bear-Accommodating

Relationships most important, goals of little importanceWant to be accepted and liked by other peopleBelieve conflict should be avoided in favor of harmonyFearful that conflict will hurt someone Offer to handle the problem any way the other person wantsGo along with whatever the other person requests, rather than get into the difficulties of direct confrontation

ScoringColumn 1 Column 2 Column 3 Column 4 Column 5

3(a) 2(a) 1(a) 1(b) 2(b)

6(b) 4(a) 5(b) 3(b) 5(a)

8(a) 7(b) 6(a) 4(b) 8(b)

9(b) 10(b) 7(a) 11(b) 11(a)

10(a) 12(b) 9(a) 15(a) 14(a)

13(b) 13(a) 12(a) 16(a) 19(a)

14(b) 18(b) 15(b) 18(a) 20(a)

16(b) 20(b) 17(b) 21(a) 21(b)

17(a) 22(a) 19(b) 24(a) 23(a)

22(b) 24(b) 23(b) 25(b) 26(b)

25(a) 26(a) 27(a) 27(b) 28(b)

28(a) 29(a) 29(b) 30(a) 30(b)

Total Total Total Total Total

Total

0 10 20 30 40 50 60

Column 1(Forcing)

Column 2(Compromising)

Column 3(Avoiding)

Column 4(Accommodating)

Column 5(Collaborating)

Interpretation36 – 45 Strong preference and use of that style19 – 35 Moderate0 – 18 little preference

Appropriate when . . .

Compromising

Goals are important but not worth the effort or potential disruption of more assertive modesOpponents with equal power are committed to mutually exclusive goalsIt is desirable to achieve temporary settlements to complex issuesTime pressures necessitate expedient solutionsCollaboration or competition is unsuccessful

Competing

Quick, decisive action is vital (e.g., emergencies)Unpopular actions on important issues must be implemented (e.g., cost cutting, enforcing unpopular rules, discipline)You know you are right regarding issues vital to the organization’s welfarePeople will take advantage of noncompetitive behavior

Appropriate when . . .

Collaborating

An integrative solution must be found because both sets of concerns are too important to be compromisedYour objective is to learnInsights from people with different perspectives should be mergedCommitment can be gained by incorporating concerns into a consensusIt is desirable to work through feelings that have interfered with a relationship

Appropriate when . . .

Avoiding

An issue is trivial or more important issues are pressingYou perceive no chance of satisfying your concernsPotential disruption outweighs the benefits of resolutionPeople must cool down to regain perspectiveGathering information supersedes immediate decisionOthers can resolve the conflict more effectivelyIssues seem tangential or symptomatic of other issues

Appropriate when . . .

Accommodating

You find you are wrongYou wish to allow a better position to be heardYou wish to learnYou wish to show your reasonablenessIssues are more important to others than to youYou wish to satisfy othersYou need to maintain cooperationIt is desirable to build social credits for later issuesYou are outmatched and losing (minimizes loss)It is desirable to allow others to develop by learning from mistakes

Appropriate when . . .

Negotiation

Process of making joint decisions when the parties involved have different preferences

NegotiationDistributive Negotiation focuses on positions staked out or declared by the parties involved who are each trying to claim certain positions of the available pie. Win-loseOften over Economic issuesGuarded communications, limited expressions of trust, use of threats, distorted statements and demands Forcing and compromising conflict handling style

Integrative Negotiation focuses on the merits of the issues, and the parties involved try to enlarge the available pie rather than stake claims to certain portions of itJoint problem solving to achieve results benefiting both partiesIdentify mutual problems, identify and assess alternatives, openly express preferences and jointly reach a mutually acceptable solutionStrongly motivated to solve the problem

Integrative processSeparate the people from the problem don’t attack one other address issuesFocus on interests, not positions negotiation positions Invent options for mutual gainsInsist on using objective criteria

Bargaining Zone the zone between one party’s minimum reservation point and the other party’s maximum reservation point in a negotiating situation.

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Slide 10.10Matrix of Negotiated Outcomes

Source: Adapted from Anderson, T. Step into my parlor: A survey of strategies and techniques for effective negotiation. Business Horizons, May-June 1992, 75.

Outcome:Great for Person A

Terrible for Person B

Outcome:Mediocre for Person AMediocre for Person B

Outcome:Good for Person AGood for Person B

Outcome:Terrible for Person A

Great for Person B

Integrative Distributive

Inte

grat

ive

Dis

trib

utiv

e

STRATEGY OF PERSON B

STR

AT

EG

Y O

F P

ER

SON

A

Negotiation

Competitive Negotiation

Cooperative Negotiation

Competitive Negotiation

Seek to dominate the OPRegard OP as an adversaryPrefer to start with tough, often unreasonable demandsBe inflexibleUse pre- mediated emotional appealsDemand major concessions, while conceding littleWithhold information intentionally, bluffMake statements, rather than ask questionsBe coercive, use power to obtain compliance, threatenNo interest in OP needsThink in terms of win- loseConsider lose- lose if cannot beat the opponent

Cooperative NegotiationInteract with the OP as equalsRegard parties as associates rather than adversariesPrefer to start with more reasonable or realistic demandsBe more flexibleBe more rational, less use of emotionReciprocate in concession makingBe willing to share information, more open and trustingFocus more on long term gains

Comparing Bargaining ApproachesConsiderations Integrative Distributive

Likely solution or end result

Win - win Win- lose or lose-lose

Importance of continued relationship with bargaining partner

High Low

Goal Collaborate and generate multiple options or solutions, expand the pie

Winner takes all (scarcity mentality) distribute a fixed pie

Bargaining climate

Open, communicating, creative willing to change

Determined to win, willingness to walk away, cards held close to heart, end justify the means

Amount of time needed

More Less

Time Horizon in consideration

Current and future

Immediate only

Five stages of Negotiation

Preparation and planning- clarify what you want and why

- establish a BATNA- develop a frame- create a script

Defining ground Rules- set an agenda

- agree on objective criteria- agree on what to do if an agreement is not reached- discuss what is not acceptable

Clarify and justify your case- clarify your interests

- use a frame to make your case persuasive- use questions to understand others’ interests

Cont…

- share relevant information that supports your case

Bargaining and problem – solving- focus on problems not people

- focus on interests not positions- look forward not backward- create options for mutual gain: adapt win-win

attitude- select from options using principles, or objective

criteria

Closure and implementation- verbally summarize what both parties agreed to- review key points to ensure understanding- draft agreement in writing

- have both parties sign agreement

Negotiation ScriptGoals

Develop an interest based strategy/approach prior to face-to face negotiationIdentify potential options/ plans that can be proposed

Topics to ConsiderOP probable strategy. What do they want and why?My strategy. What do I want and why? What is the best that I am willing to accept. How I will begin the negotiation. Positive positioning to arrive at a solution mutually rewarding and sat.The core issues and my assumptions about those issues.The primary focus, or the real problems to be resolved.What might get in the way of achieving the desired outcome.How can I overcome that?How will I react to ………….Potential creative options or integrative win/win solutions that I might suggest.Components of a plan and/or obj criteria on which we can both agree.

Conflict

What is it?

Conflict

Why do we do it?

Conflict

Why do we care?

What we know….Conflict is a naturally occurring phenomenon for human beingsPeople do not get involved in conflict situations unless they have some stake in the relationship or outcome or both

What we know….One can never truly resolve conflict, one can only manage conflictThe costs of unmanaged conflict can be high, but the gains from using differences creatively can also be greatConflict can either be productive or dysfunctional

First Trick for Conflict Management

Know Yourself

What feelings do you have when you are in conflict situation?

You can decide...Understanding the impact of your family and society on your ideas about conflict can allow you to make decisions about how you deal with conflict nowWe are our historyWe make our history

Common Feelings Associated with Conflict

AngerFrustration

FearExcitement

Common Actions Associated with Conflict

Fight Flight