Copyright Eddy A. Sumar 2009

ER$ Consulting ServicesPresents

For

CMA Credit Management Association Members

On Conflict Resolution

August 11, 2009

Webinar

ByEddy A. Sumar, MBA, CCE, CICE

Agenda Defining conflict Reasons for conflict Handling conflict [conflict

management] Practical steps to conflict resolution Final thoughts Answer the question:

What is the Real focus of conflict resolution?

Defining Conflict

“Conflict means any difference between two or more persons growing out of some matter that one person

wants from another.”

Theodore Keel, 1999

“When we use the term conflict, we’re referring to perceived incompatible differences resulting in some

form of interference or opposition. Whether differences are real or not is irrelevant. If people in a group

perceive that differences exist, then a conflict state exists.”

Robbins & Coulter, 1999

“We define conflict as a disagreement through which the parties involved perceive a threat to their needs,

interests or concerns.”

www.ohrd.wisc.edu/onlinetraining/resolution/aboutwhatisit.htm

Reasons for Conflict

1. Pride & Prejudice2. Greed3. Imperfections4. Scarce resources (water, oil, food, land)5. Jurisdictional ambiguities,

Independence6. Personality clashes7. Power difference8. Status difference9. Goals, desires 10.Values, interests11.Beliefs, principles

Reasons for Conflict

12.Culture difference13.Needs difference [Maslow's Pyramid]14.Threats15.Fear16.Injustices17.Communication breakdown18.Lack of communication19.Perceptions 20.Emotions21.Attitude22.Honor23.Lack of action, etc….

Reasons for Conflict

1. Communication styles2. Personality differences3. Breach of contract4. Quality issues5. Terms & conditions6. Customer defaults 7. Misalignment of goals8. Lack of understanding9. Insecurities, fear10. Lack of leadership11. Roles12. Gap between company culture and individual

culture13. Loss of respect, etc.

Reasons for Conflict in a Business Setting

1. Psychological2. Physiological3. Political4. Socio-cultural5. Anthropological6. Philosophical7. Religious8. Physical9. Legal10.Internal/external11.Functional/operational12.Gender-based, etc…

Reasons for Conflict

Views about Conflict

Traditional View: conflict is bad and must be avoided

Human Relations View: conflict is natural and inevitable. It is not necessarily bad or negative. It could be a positive force

Interactionist View: Conflict is positive and some conflict is absolutely necessary for a group to perform effectively. (Some conflict could be destructive)

Realist’s View: Conflict is neither positive nor negative in and of itself. It is how we handle conflict that could prove negative or positive

The New View: Conflict can serve as opportunities for mutual growth…can bring out alternative ways of thinking and behaving…conflict is an outgrowth of diversity

Views About Conflict

Handling ConflictStyles

Five (5) Classical Styles

Daft

Daft

Avoidance: withdrawal or suppression of conflict. This is used when emotions are running high and time is needed to cool down.

Robbins & Coulter

Dr. Weeks

Daft

Dr. Weeks

Daft

Johnson, 1990

Daft

Robbins & Coulter

RedefiningConflict Resolution

IntroducingA New Approach

Source: Dr. Weeks, The Eight Essential Steps to Conflict Resolution

Our Aim : The Top Level of the PyramidOur Aim : The Top Level of the Pyramid

The Conflict Partnership Approach deals with the conflict in a way that opens up possibilities for improving the relationship as well as resolving the conflict at hand. It sees the specific conflict as just one part of the relationship. The goal is not to defeat the other party and seize a temporary advantage, but rather to develop a sustainable resolution of the conflict, made possible in part because an improvement in the relationship has been established. Conflict Partnership is a transformation.

Dr. Weeks

An IntegrativeFoursquare Approach

P-SAP

Integrative Approach to Conflict Resolution

Psychological perspectiveSociological perspectiveAnthropological perspectivePolitical perspective

Integrative Approach

Psychological Perspective

This perspective explains that a motivated person is ready to act. But how he or she actually acts is influenced by his or her perception of the situation. Further, when people act, they learn. And “through doing and learning, people acquire beliefs and attitudes” that influence their behavior (Kotler, 2000:171-74).

Based on Kotler (2000) Marketing Management pp.171-174

(2) Perception(4) Learning

(Consequences)

(5) Beliefsand

Attitudes

(3) Actions(1) Motivation

Integrative Approach

Psychological perspective

Integrative Approach

Sociological Perspective

This perspective highlights the application of the Thomas Theorem. It states: “If men define situations as real, they are real in their consequences” (Merton, 1968:475).

Perception could be

based

on wrong premise

Integrative Approach

Anthropological Perspective

Neuhauser (1988:4-5), in Tribal Warfare inOrganizations, writes:

“Anthropologically,…groups in organizations act very much like “real” tribes; they have their own dialects, values, histories, ways of thinking, and rules for appropriate behavior…Each tribe or culture has its own rules that govern its thinking and behavior and that these rules usually operate at a subconscious level.”

Based on Figure 15-1 Migrating (Neuhauser, 1988:200) adapted and Modified

Your point of view

(Goal)

Their point of view

(Topic) or feeling

Migrating

Understanding andmoving to the other point of view

seeking understanding for your point of view

Linking

when you bring others andmove them to your point of view

your Goal

[Migrate & Link]

Integrative Approach

Integrative Approach

Political Perspective

This perspective “views organizations as alive and screaming political arenas that host a complex web of individual and group interests.” It underscores the fact that coalitions within organizations have enduring differences due to different “values, beliefs, information, interests, and perceptions of reality” (Bolman and Deal, 1997:163).

Bargain & Negotiate

Applying the P-SAPto your conflict partner

Facilitators

Always keep the lines of communication open

1. Show cooperation….Seek collaboration

2. Offer alternatives, options, and solutions. Do not be part of the problem, be part of the solution

3. Define, measure, evaluate, assess, and readjust your response and behavior to adapt to your partner’s needs

4. Apologize

5. Invoke third parties or experts to get over impasses or obstacles

6. Never corner your partner

7. Allow your partner to save face

Applying the P-SAP

D: Don’t allow yourself to lose your cool E: Encourage your partner to vent his anger F: Find out the facts U: Understand his feelings S: Suggest a solution E: End on a positive note Communications

Briefings

Avoid the pitfalls

Applying the P-SAP--Facilitator

Learn to DEFUSE

Key Success Factor

Know the Matrix

Willing

Unable

Able

Unwilling

Willing

Unable

AbleCollaboratingCollaborating

Unwilling

Both Parties must be able and Willing to resolve it

CompromisCompromisee

AvoidingAvoidingAccommodatingAccommodating

CompetingCompeting

Willing

Unable

Able

CollaboratingCollaborating1.Long-term focus

2.Enhances relationships3.Maintains goodwill

4.Satisfies mutual needs5.Creative solutions

6.Win-win

Unwilling

Both Parties must be Able and Willing to resolve a conflict

CompromiseCompromise50/5050/50

Stuck in the Stuck in the middlemiddle

AvoidingAvoiding1.Loss of focus

2.Silent killer to the relationship3.Cancer

4.No solution5.Lost opportunity

6.Lose-lose

AccommodatingAccommodating1.Short-term focus

2.Placates the relationship3.Band-aid approach4.Temporary solution

5.Lost opportunity6.Lose-win

CompetingCompeting1.Short-term focus

2.Extremely myopic3.Destroys relationships

4.Victor-victim5.Lost opportunities

6.Win-lose

Practical Steps to Conflict Resolution

No fixed formula

No one-size-fits-all

1. Confront the Opposing Party [let the other party know of the conflict]

2. Define the Conflict Together 3. Communicate Personal Positions and Feelings4. Express Your Cooperative Intentions5. Understand the Conflict from the Other

Party's Viewpoint6. Be Motivated to Negotiate in Good Faith7. Reach an Agreement

Practical Steps to Resolve a Conflict Johnson 1990 (using the collaborative style)

1. Create an effective atmosphere2. Clarify perceptions3. Focus on individual and shared needs4. Build shared positive power5. Look to the future, then learn from the past6. Generate options7. Develop “doables” : The stepping-stones to

action8. Make mutual-benefits agreements

Practical Steps to Resolve a Conflict Dr. Weeks 1992 (eight essential steps to conflict resolution)

1. Foster a trusting relationship2. Discuss mutual and complimentary

interests3. Have an open exchange of what each party

wants4. Discuss alternatives and options5. Strive to reach a result that satisfies both

parties6. Exchange greetings

Practical Steps to Resolve a Conflict Doyle & Haydock 1991 (without the punches)

1. Adversarial relationships2. Attempt to persuade each other of the

correctness of their positions, instead of attempting to resolve the differences

3. Failure to define the issues4. Become stubborn and refuse to engage in

mutually beneficial compromises5. Strong personality clashes6. Engaging in one-way dialogue

Practical Steps to Resolve a Conflict Avoid the pitfalls [Why the failure?]

Final Thoughts

1. Listen, listen, listen to the conflict partner2. Keep the lines of communication open3. Seek options and alternatives4. Be courteous; show respect. Always honor and

respect your partner(s)5. Acknowledge their fears, feelings, emotions, and

needs6. Respect their point of view7. Do not fall into the I versus them atmosphere8. Do not lock yourself into rigid demands9. Understand the power of perception

Final Thoughts

10.Look into feelings, emotions and commonalities11.Focus on thoughts, needs & wants12.Ask questions13.Show interest in your partner14.Attack the issues not the person15.Do not stereotype16.Reach for positive power17.Seek doables18.Use differences for mutual growth19.Be honest and sincere20.Avoid ploys , games and manipulations

Final Thoughts

Wikipedia

Real Focus

What is the main objective of conflict resolution?What is the Real focus?

Conclusion: An ounce of prevention better than a pound of cure

Maintaining & Strengthening Relationships

C: Collaboration O: Options N: Needs F: Feelings L: Listening &learning I: Interests C: Concerns T: Thoughts

R: Relationship E: Empowerment S: Solutions O: Opportunities L: Long-term value &

focus U: Unlock creativity T: Trust & time I: Inviting, inspiring,

initiate O: Open-minded N: Nurture

“A focus on interests can resolve the problem underlying the dispute more effectively than a focus on rights or power.”

Ury, Brett, & Goldberg

Thank You!