Conflict management

Conflict
Management
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Objective
• Explain What is Conflict
• Explain What is Conflict Management
• Explain Functional and Dysfunctional Conflict
• Explain the Levels and Types of Conflict
• Describe the Conflict Management Model
• Describe the Strategies for Conflict Management
• Explain the Conflict Management Styles
• Explain How People Deal with Conflict
• List the Factors that Affect Conflict Modes
• Explain Blake and Mouton’s Conflict Grid
• Explain What is Third-party Conflict Resolution
• List the Tips for Managing Workplace Conflict
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Introduction
Look at the situation given below.
Rosy Mathews is
the Head of
Operations at
Globus Inc.
John Wilson is the Project
Manager heading one of
the projects in the
operations department.
Many times John’s team
members are placed in a
dilemma as Rosy tends to give
them tasks which they need to
do on priority.
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Introduction
Rosy allocates such tasks
to John’s team members
without consulting or
even informing John.
Such allocations lead
to misunderstanding
between John and
Rosy.
In one or two instances, the
situation became so grave that
it had led to a heated
argument between John and
Rosy.
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Introduction
John feels that Rosy
unnecessarily interferes
in his team’s duties.
Rosy feels that John is
crossing his limits
beyond that of a
Project Manager.
Such conflicts at the
workplace are very harmful.
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Introduction
They are harmful for the
team as well as for the
smooth operation of the
company.
Hence, it is important
that such conflicts
should be resolved and
managed efficiently.
Let us learn about conflicts
and conflict management in
detail.
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Objective
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What is Conflict?
Conflict is an
expressed
disagreement.
•
All conflicts are
expressed
verbally or
nonverbally.
•
Conflict can
occur only
between people
who depend on
each other.
•
Conflict
involves
opposition
and is more
than just
differences.
•
Conflict is the
perception
that our
concerns are
at odds with
those of
another.
•
Conflict exists when
individuals who
depend on each other
express different
views, interests, or
goals and perceive
their views as
incompatible or
oppositional.
• • • • •
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What is Conflict?
It is characterized by the following:
Opposition Antagonistic interaction
Incompatible behavior
Block another party from
reaching her or his goals
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What is Conflict?
Conflict is not always bad for an organization.
It is not necessary that organizations need to reduce all
conflict.
Conflicts are an inevitable part of organization life
and are needed for growth and survival.
Conflict management includes increasing and
decreasing conflict.
Conflict management is a major responsibility of the
management.
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Definition
Conflict is when two or more people have
differences in ideas/views and are not ready to
understand or accept each other’s ideas/views.
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Objective
• Differentiate between Functional and Dysfunctional
Conflict
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What is Conflict Management?
Conflict might escalate and lead to non-
productive results, or conflict can be beneficially
resolved and lead to quality final products.
Therefore, learning to manage conflict is
integral to a high-performance team.
Conflict management is the principle that all
conflicts cannot necessarily be resolved, but
learning how to manage conflicts can decrease
the odds of non-productive escalation. Conflict
management involves acquiring skills related to
conflict resolution, self-awareness about
conflict modes, conflict communication skills,
and establishing a structure for management of
conflict in your environment.
Conflict management is defined as “the
opportunity to improve situations and
strengthen relationships” (BCS, 2004).Copyright © 2008 - 2012
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Causes of Conflict
Methodological differences
Substandard performance
Lack of cooperation
Differences regarding authority
Differences regarding responsibility
Competition over resources
Non-compliance with rules (LO)
The following are the causes of conflict:
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Causes of Conflict
Ideological differences
Opinion differences
Behavior differences
Fear
Dishonesty
Boundaries
Negligence
Need to be right
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Causes of Conflict
Miscommunication
Mishandling conflict in the past
Hidden agenda
Revenge
Fighting the “last war”
Personality conflict
Value differences
Goal differences
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Symptoms of Conflict
The following are some of the symptoms of the existence of conflicts in an organization:
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Symptoms of Conflict
The following are some of the symptoms of the existence of conflicts in an organization:
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Conflict Events
Debates
Disagreements
Preventing someone
from reaching goals
Disputes
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Unproductive Conflict Patterns
There are various stages of unproductive conflict patterns, such as
follows:
Let’s look at each in detail.
Early Stages
Middle Stages
Later Stages
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Early Stages:
• The foundation for destructive conflict is
established by communication that fails to confirm
individuals.
• Cross-complaining occurs when one person’s
complaint is met by a counter-complaint.
• Negative climates tend to build on themselves.
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Middle Stages:
• Once a negative climate has been set, it is stoked
by other unconstructive communication.
• Almost everything is thrown into the argument.
• Focusing on specific issues resolves conflicts
constructively.
• Marked by frequent interruptions that disrupt the
flow of talk.
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Later Stages:
• Solutions become the focus.
• Each person’s proposals are met with
counterproposals.
• Excessive Meta communication may occur.
• The communication patterns are discussed and
never return to the issues.
• Communication that makes up unproductive
conflict reflects egocentrism, dogmatism and is self
perpetuating.
• Unproductive conflict doesn’t involve dual
perspective and it seals off awareness of common
grounds.
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Objective
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Functional and Dysfunctional Conflict
Let us look at each in detail.
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• Functional Conflict is also known as
‘Constructive Conflict’
• It helps to work toward the goals of an
organization or group
• It increases information and ideas
• It encourages innovative thinking
• It unshackles different points of view
• It reduces stagnation Copyright © 2008 - 2012
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• Dysfunctional conflict blocks an
organization or group from reaching its
goals
• There are two levels of dysfunctional
conflict:
o Dysfunctional High Conflict: what
you typically think about conflict
o Dysfunctional Low Conflict: an
atypical view
• These levels may vary among groupsCopyright © 2008 - 2012
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Types of Dysfunctional Conflict
Dysfunctional High Conflict
Dysfunctional high conflict is
characterized by:
• Tension, anxiety, stress
• Drives out low conflict tolerant
people
• Reduced trust
• Poor decisions because of
withheld or distorted information
• Excessive management focus on
the conflict
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Dysfunctional High ConflictDysfunctional High Conflict
Types of Dysfunctional Conflict
Dysfunctional Low Conflict
Dysfunctional low conflict is
characterized by:
• Few new ideas
• Poor decisions from lack of
innovation and information
• Stagnation
• Business as usual
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Symptoms of Dysfunctional High/Low Conflict
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Symptoms of Dysfunctional
High Conflict:
• Low trust
• Information distortion
• Tension/antagonism
• Stress
• Sabotage of organization’s
product or service
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Symptoms of Dysfunctional
Low Conflict:
• Deny differences
• Repress controversial
information
• Prohibit disagreements
• Avoid interactions
• Walk away from conflict
episode
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Objective
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Levels and Types of Conflict
• Type of Conflict
• Within and between organizations
• Within and between groups
• Within and between individuals
Level of
Conflict
Organization
Group
Individual
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Level of Conflict - Organization
Intra-organization
Conflict
Inter-organization
conflict
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Intra-organization
Conflict
Inter-organization
conflict
• Conflict that occurs within an organization
• Such a conflict occurs at interfaces of organization
functions
• It can occur along the vertical and horizontal dimensions
of the organization
• Vertical conflict: Vertical conflict occurs between
managers and subordinates
• Horizontal conflict: Horizontal conflict occurs between
departments and work groups
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Intra-organization
Conflict
Inter-organization
conflict
• Conflict occurs between two or more organizations
• The conflict is not similar to competition
• For example: Conflict between suppliers and distributors,
especially with the close links now possible
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Level of Conflict - Group
Intra-group
Conflict
Inter-group
Conflict
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Intra-group
Conflict
Inter-group
Conflict
• Conflict among members of a group
• It usually occurs in early stages of group development
• It may occur due to different ways of doing tasks or
reaching group's goals
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Intra-group
Conflict
Inter-group
Conflict
• Conflict occurs between two or more groups
• It may occur due to different ways of doing tasks or
reaching group's goals
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Level of Conflict - Individual
Interpersonal
Conflict
Intrapersonal
Conflict
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Interpersonal
Conflict
Intrapersonal
Conflict
• Conflict occurs between two or more people
• It occurs due to differences in views about what should be
done
• It requires more efforts and more resources to get a task
done due to the conflict
• Differences in orientation to work and time in different
parts of an organization
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Interpersonal
Conflict
Intrapersonal
Conflict
• Conflict occurs within an individual
• It is a threat to a person’s values
• It occurs due to a feeling of unfair treatment
• It may occur due to multiple and contradictory sources of
socialization
• It is related to the conflict of people's opinions, actions or
characters and the feeling of unfairness
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Conflict Episodes
Conflict episodes are the ebb and flow of conflict.
Latent Conflict
Perceived Conflict Felt Conflict
Manifest Conflict
Conflict Aftermath
Conflict Reduction
Let us look at each part of a conflict episode in detail.
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Conflict Episodes
Latent Conflict
Perceived
Conflict
Felt Conflict
Manifest
Conflict
Conflict
Aftermath
Conflict
Reduction
Latent Conflict Latent Conflict:
• Latent conflict is the
antecedents of conflict
behavior that can start
a conflict episode.
• Some of the latent
conflict in the lives of
employees may be:
o Parking spaces
o Copying machines
o Office and other
parts of their life
o Company policies
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Conflict Episodes
Latent Conflict
Perceived
Conflict
Felt Conflict
Manifest
Conflict
Conflict
Aftermath
Conflict
Reduction
Perceived
Conflict
Perceived Conflict:
• Perceived conflict is
about becoming aware
that one is in conflict
with another party
• It can block out some
conflict
• A person can perceive
conflict when no latent
conditions exist
• Example:
misunderstanding
another person’s
position on an issue
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Conflict Episodes
Latent Conflict
Perceived
Conflict
Felt Conflict
Manifest
Conflict
Conflict
Aftermath
Conflict
Reduction
Felt Conflict
Felt Conflict:
• This is the emotional
part of conflict
• It includes the
personalizing of a
conflict by a person
• It includes oral and
physical hostility
• It is hard to manage
episodes with high felt
conflict
• This is what people are
likely to recall about a
conflict
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Conflict Episodes
Latent Conflict
Perceived
Conflict
Felt Conflict
Manifest
Conflict
Conflict
Aftermath
Conflict
Reduction
Manifest
Conflict
Manifest Conflict:
• This is the observable
conflict behavior.
• Some examples of
conflict behavior
include disagreements,
discussions etc.
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Conflict Episodes
Latent Conflict
Perceived
Conflict
Felt Conflict
Manifest
Conflict
Conflict
Aftermath
Conflict
Reduction
Conflict
Aftermath
Conflict Aftermath:
• This is the end of a
conflict episode.
• It may often be the
starting point of a
related episode.
• It becomes the latent
conflict for another
episode.
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Conflict Episodes
Latent Conflict
Perceived
Conflict
Felt Conflict
Manifest
Conflict
Conflict
Aftermath
Conflict
Reduction
Conflict
Reduction
Conflict Reduction:
• This is the lowering of
the conflict level.
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Relationships among Conflict Episodes
Latent Conflict Manifest Conflict Conflict Aftermath
Conflict Reduction
The given image
shows the
relationship
between conflict
episodes.
Episodes link
through the
connection of
conflict aftermath
to latent conflict.
Effective conflict
management
involves breaking
this connection.
Hence, for
effective conflict
management, it is
crucial to discover
the latent conflicts
and remove them.
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Latent Conflict in Organizations
Latent Conflict
is the
antecedents to
conflict
episodes. Many natural
conditions of
organizations
act as latent
conflicts. Latent Conflicts lurk in
the background and then
they trigger conflict when
the right conditions
occur.
A Latent Conflict
does not always
lead to manifest
conflict.
Latent Conflicts
give us clues
about how to
reduce
dysfunctional
high conflict.
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Sources of Latent Conflict in Organizations
Some sources of latent conflict in organizations are as follows:
Scarce resources:
Such as money, equipment, facilities etc.
Organizational differentiation:
Different orientations in different parts of organization
Rules, procedures, policies:
Behavioral guides that can cause clashes
Cohesive groups:
Value & orientation differences among groupsCopyright © 2008 - 2012
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Sources of Latent Conflict in Organizations
Some sources of latent conflict in organizations are as follows:
Interdependence:
Interdependence forces interaction among people
Communication barriers:
Shift work and jargon may lead to confusion and unclear
communication
Ambiguous jurisdictions:
Areas of authority not clearly defined may lead to
conflicts
Reward systems:
Rewarding of different behavior in different
parts of the organization may lead to conflicts
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Conflict Orientations
There are various kinds of orientation or direction that can be given to the
conflicts arising in an organization such as:
• Dominance: wants to win; conflict is a battle
• Collaborative: wants to find a solution that satisfies
everyone
• Compromise: splits the differences
• Avoidance: backs away
• Accommodative: focuses on desires of other party
Dominance
Collaborative
Compromise
Avoidance
Accommodative
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It also depends upon
the perception of
opponent's power
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There may be different combinations of conflict orientations in a group, such as
follows:
Dominance, avoidance
Dominance, dominance
Avoidance, avoidance
Dominance,
collaborative,
compromise
Collaborative,
compromise, avoidance
Collaborative,
compromise,
avoidance,
dominance,
accommodativeCopyright © 2008 - 2012
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Principles of Conflict
Conflict is a natural
process in all
relationships.
Conflict may be
overt or covert.
Overt conflict is
out in the open
and explicit.
Covert conflict is
hidden and often
unacknowledged.
Passive
aggressiveness is
aggression that is
denied or disguised
by the aggressor.
Games are highly
patterned interactions in
which the real conflicts are
hidden or denied.
Conflict may be
managed well or
poorly.
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Principles of Conflict
It allows us to
consider other
points of views.
Conflict may be good
for individuals and
relationships.
It can support
our own identity
by clarifying how
we differ from
others.
It expands partners’
views of each other.
It involves intense
emotions that we
may not know how
to handle.
It can either promote
continuing attachment or split
a relationship apart,
depending on how differences
are managed.
Learning
communication skills
can help us deal with
differences.
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Approaches to Conflict
One party gets
satisfaction
The other party gets
satisfaction
Neither party gets
satisfaction
Both parties feel satisfied
Win /
Lose
Lose /
Win
Lose /
Lose
Win /
Win
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Responses to Conflict
The following image shows the various responses to conflicts.
Responses
to
Conflict
Active
Passive
Destructive
Constructive
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Responses
to
Conflict
The exit response
involves leaving a
relationship either by
physically walking out
or by psychologically
withdrawing.
Exit Response
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Responses
to
Conflict
The neglect response
occurs when an
individual denies or
minimizes problems,
disagreements, anger,
tension etc.
Neglect Response
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Responses
to
Conflict
The loyalty response is
staying committed to a
relationship despite
differences.
Loyalty Response
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Responses
to
Conflict
The voice response is
an active, constructive
strategy for dealing
with conflict by talking
about problems and
trying to resolve them.
Voice Response
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Types of Conflict
There are various kinds of conflicts such as follows:
• Differences in Style
• Differences in
Background/Gender
• Differences in
Personality
• Interdependence Conflicts
• Differences in Leadership
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Personal Conflicts
Personal conflicts are related to your or others behavior/style.
Differences in Personality
Differences in Background / Gender
Differences in Style
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Personal Conflicts
Differences in Style
Differences in Style:
• These conflicts occur because people's style for a
completing job can differ.
• For example: One person may just want to get the
work done quickly (task oriented), while another is
more concerned about having it done in a particular
way e.g. artistic
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Personal Conflicts
Differences in Background / Gender
Differences in Background/Gender:
• Conflicts can arise between people because of
differences in educational backgrounds, personal
experiences, ethnic heritage, gender and political
preferences.Copyright © 2008 - 2012
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Personal Conflicts
Differences in Personality
Differences in Personality:
• This type of conflict is often fueled by emotion and
perceptions about somebody else's motives and
character.
• For example: A team leader shouts on someone for
being late because he perceives the team member as
being lazy and inconsiderate. The team member sees
the team leader as being irrational.Copyright © 2008 - 2012
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Situational Conflicts
Situational conflicts are based on the situation you are in.
Differences in Leadership
Interdependence Conflicts
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Interdependence Conflicts
Interdependence Conflicts:
• Such conflicts occur when a person's job depends on
someone else's co-operation, output or input.
• For example: A sales-person who is constantly late in
submitting the monthly sales figures may cause the
accountant to be late in submitting her reports.Copyright © 2008 - 2012
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Differences in Leadership
Differences in Leadership:
• Leaders have different styles. Conflicts may occur
when employees who move from under one
supervisor to another become confused.
• For example: One leader may be more open and
delegates responsibility whilst another may be more
directive. For an employee it becomes a conflict
situation when he has to change his leader.Copyright © 2008 - 2012
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Steps to Resolve Personal Conflicts
Step 1
• Manage yourself. If you and/or the other person are getting angry, then
manage yourself to stay calm by:
o Speaking to the person as if the other person is not angry
o Avoid the use of the word "you" - this avoids blaming.
o Nod your head to assure the other person that you heard him.
o Maintain eye contact with him.
Step 2
• Move the discussion to a private area, if possible.
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Step 3
• Give the other person some time to vent his emotions.
Don't interrupt them or judge what they are saying.
• Check with the other person and verify that you're hearing each
other accurately. When the other person stops speaking, then:
o Ask the other person to let you rephrase what you
heard from the other person and what you understood
about his point of view.
o Ask open-ended questions to understand him more.
o Avoid "why" questions – those questions often make
people feel defensive.
Step 4
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Step 5 • Repeat the step 4, this time ask the other person to verify what
they heard from you and understood. When you present your
position
o Use "I", not "you".
o Talk in terms of the present as much as possible.
o Mention your feelings.
Step 6
• Acknowledge where you disagree and where you agree. Work on
the issue, not the person.
o When they are convinced that you understand them: Ask
"What can we do fix the problem?" There is a high
possibility that they will begin to complain again.
o Then ask the same question. Focus on actions they can do,
too.
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Step 7
• Identify at least one action that can be done by one or both of
you, if possible.
• Ask the other person if they will support the action.
• If they will not, then ask for a "cooling off period".
• Thank the person for working with you.
• If the situation remains a conflict, then:
o Conclude if the other person's behavior conflicts with
policies and procedures in the workplace and if so, inform
about the issue to your supervisor.
o Consider whether to agree to disagree.
o Consider seeking a third party to mediate.
Step 8
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Steps to Resolve Situational Conflicts
Step 1:
Set the
Scene
Step 2:
Gather
Information
Step 3:
Agree to a
Problem
Step 4:
Brainstorm
Possible
Solutions
Step 5:
Negotiate a
Solution
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Steps to Resolve Situational Conflicts
Step 1:
Set the
Scene
Step 2:
Gather
Information
Step 3:
Agree to a
Problem
Step 4:
Brainstorm
Possible
Solutions
Step 5:
Negotiate a
Solution
Understand
the situation
rationally
Understand
each other’s
needs and
concerns
Define a mutual
problem
Think of all
the possible
solutions
Come to a
solution that is
agreed upon by
both the groups
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Objective
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Conflict Management Model
Organizational
Culture
Product or Service
Fast-changing
Environment
Perceived Conflict Requirements
Desired Conflict Level
A conflict management model can be used by an organization to reach the
desired conflict levels in an organization.
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Conflict Management Model
The Conflict Management Model is used to:
1
Maintain
conflict at
functional
levels
2
Not completely
eliminate
conflicts
3
Reduce conflicts
to functional
levels
4
Increase
dysfunctional low
conflict
5
Choose desired
level of conflict
based on
perceived conflict
requirements
6
Vary conflict
in different
parts of an
organization
7
Handle manager’s
tolerance for
conflict as it plays a
crucial role in
conflict
management
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Conflict Management Process
The process of conflict consists of five stages as shown in the given image.
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Objective
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Strategies for Conflict Management
Larson and Gray provided five strategies for managing dysfunctional conflict.
These strategies are:
Arbitration
Control
Acceptance
Mediation
Elimination
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Mediation:
The goal is to identify multiple possible
alternatives and to mutually select one
that is acceptable to all involved parties
and in the interest of project objectives.
Arbitration
Control
Acceptance
Elimination
MediationMediation
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Arbitration:
This strategy requires the project manager
to provide a safe and productive
opportunity for the conflicted parties to air
their disagreements. After careful attention
and fully listening to each party, the project
manager should formulate, define, and
provide a solution to the parties. This
strategy is based on the forcing approach to
conflict. Arbitration can often be effectively
combined with mediation by forcing an
initial conflict solution and then allowing
the parties to negotiate to a more mutually
acceptable alternative.
Arbitration
Control
Acceptance
Elimination
Mediation
Arbitration
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Control:
Based on the smoothing approach, this
strategy seeks to bring tension and
emotions down to a level at which
productive discussion and negotiation
can occur. Humor is often an effective
tool, as well as the use of temporary
breaks or time-outs in the discussions
between conflicted parties.
Arbitration
Control
Acceptance
Elimination
Mediation
Control
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Acceptance:
An acceptance decision can be made that
the conflict consequences are negligible
relative to project objectives and,
therefore, require no action. This strategy
carries significant risk of later escalation
and should be combined with specific plans
for monitoring the situation to ensure that
the conflict remains at an acceptable level.
Arbitration
Control
Acceptance
Elimination
Mediation
Acceptance
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Elimination:
The elimination strategy is reserved for
those conflicts that have become so
dysfunctional that the project can no
longer tolerate any impacts from them.
Often a last resort, elimination involves
the removal of the conflicted parties
from involvement with the project.
Arbitration
Control
Acceptance
Elimination
Mediation
Elimination
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Objective
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Conflict Management Styles
Thomas & Kilman conflict management styles can be used to assess
one's dominant style for addressing conflict. Not only is it important to
know what relationship or situation is causing conflict, but it is also
important to look at how we normally resolve conflict (our natural
inclination).
We must then decide whether we are satisfied with our current
approach or if we would like to change it in some way to improve our
effectiveness at conflict resolution.Copyright © 2008 - 2012
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There are five conflict management styles identified by Thomas & Kilman in
1976, as per the natural inclinations of people. They are:
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About
Avoiding style means to avoid or postpone conflict
by ignoring it, changing the subject, etc. Avoidance
can be useful as a temporary measure to buy time or
as an expedient means of dealing with very minor,
non-recurring conflicts. In more severe cases,
conflict avoidance can involve severing a relationship
or leaving a group.
• ‘If I ignore the problem, it will go away’
• ‘If I confront the problem, I may hurt someone’s
feelings’
• ‘Why bother… it won’t change anything’
Disadvantages
• Disadvantages:
o Missed opportunity to clarify issue
o Increases power differential
o Coward/pushover label
Conflict-handling Intention
Avoidance should be used as a conflict-handling intention:
• When an issue is trivial, or more important issues are
pressing.
• When you perceive no chance of satisfying your concerns.
• When potential disruption outweighs the benefits of
resolution.
• To let people cool down and regain perspective.
• When gathering information supersedes immediate
decision.
• When others can resolve the conflict effectively
• When issues seem tangential or symptomatic of other
issues.
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reserved.

About
Accommodation style means to surrender one's own
needs and wishes to accommodate the other party.
It’s easier to just give in and give them what they
want
You will be better liked if you just agree
By letting the other person win this time, you will
win next time; you have to pick your battles.
Disadvantages
• Disadvantages:
o You are a fixer/enabler
o Doormat
o Increase power differential
o Both parties need to listen and learn
o Willingness to change
o Needs planning and team building
Accommodation should be used as a conflict-handling
intention:
• When you find you’re wrong and to allow a better
position to be heard.
• To learn, and to show your reasonableness.
• When issues are more important to others than to you
and to satisfy others and maintain cooperation.
• To build social credits for later issues.
• To minimize loss when outmatched and losing.
• When harmony and stability are especially important.
• To allow employees to develop by learning from
mistakes.
Copyright © 2008 - 2012
reserved.

About
Compromising style means to find a middle ground
in which each party is partially satisfied.
‘It’s only fair because then neither of us get what we
want.’
Both parties are on an even playing field
We can choose to give up something we really don’t
need, thereby winning.
Disadvantages
• Disadvantages:
o Focus on position/solution not issues
o Lose-lose rather than win-win
o May miss a systems solution
Compromising should be used as a conflict-handling
intention:
• When goals are important but not worth the effort of
potential disruption of more assertive approaches.
• When opponents with equal power are committed to
mutually exclusive goals.
• To achieve temporary settlements to complex issues.
• To arrive at expedient solutions under time pressure.
• As a backup when collaboration or competition is
unsuccessful.
Copyright © 2008 - 2012
reserved.

About
Competing style means to assert one's viewpoint at
the potential expense of another. It can be useful
when achieving one's objectives outweighs one's
concern for the relationship.
• ‘I’m right and you’re wrong’
• ‘There is only one solution’
Disadvantages
• Disadvantages:
o People see the person as aggressive
o Dictatorial approach
Competing should be used as a conflict-handling intention:
• When quick, decisive action is vital (in emergencies);
on important issues.
• Where unpopular actions need implementing (in cost
cutting, enforcing unpopular rules, discipline).
• On issues vital to the organization’s welfare.
• When you know you’re right.
• Against people who take advantage of non-competitive
behavior.
Copyright © 2008 - 2012
reserved.

About
Collaborating style means to work together to find a
mutually beneficial solution. While collaboration is
the only win-win solution to conflict, collaboration
can also be time-intensive and inappropriate when
there is not enough trust, respect or communication
among participants for collaboration to occur.
• ‘We can find a solution that works for both of us.’
• ‘By asking the other person’s perspective, I can
understand them.’
• ‘Once we find a common ground, we can work
from there.’
Disadvantages
• Disadvantages:
o Sets power wins pattern
o Not helpful in personal relationships
o No ownership in the solution
o It is not suitable when win-win situation is
not possible
Collaborating should be used as a conflict-handling
intention:
• To find an integrative solution when both sets of
concerns are too important to be compromised.
• When your objective is to learn.
• To merge insights from people with different
perspectives.
• To gain commitment by incorporating concerns into a
consensus.
• To work through feelings that have interfered with a
relationship.Copyright © 2008 - 2012
reserved.

Compromising
Assertive
Unassertive
Un-cooperative
Co-operative
Copyright © 2008 - 2012
reserved.

Objective
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reserved.

Ways People Deal with ConflictTheTurtle
(WITHDRAWING)
TheShark
(FORCING)
TheTeddyBear
(SMOOTHING)
TheFox
(COMPROMISING)
TheOwl
(CONFRONTING)
There is no one best way to deal with conflict. It depends on the situation. The
following are the major ways that people use to deal with conflict:
Copyright © 2008 - 2012
reserved.

Ways People Deal with ConflictTheTurtle
(WITHDRAWING)
The Turtle (WITHDRAWING):
Turtles withdraw into their shells to avoid conflicts. They give
up their personal goals and relationships. They stay away from
the issues over which the conflict is taking place and from the
persons they are in conflict with. Turtles believe it is hopeless
to try and resolve conflicts. They feel helpless. They believe it
is easier to withdraw (physically and psychologically) from a
conflict than to face it.Copyright © 2008 - 2012
reserved.

Ways People Deal with ConflictTheShark
(FORCING)
The Shark (FORCING):
Sharks try to overpower opponents by forcing them to accept
their solutions to the conflict. Their goals are highly important
to them and relationships of minor importance. They seek to
achieve their goals at all costs. They are not concerned with
the needs of others. They do not care if others like or accept
them. Sharks assume that conflicts are either won or lost and
they want to be the winner. This gives them a sense of pride
and achievement. Losing gives them a sense of weakness,
inadequacy and failure. They try and win by attacking,
overpowering, overwhelming and intimidating others.
Copyright © 2008 - 2012
reserved.

Ways People Deal with ConflictTheTeddyBear
(SMOOTHING)
The Teddy Bear (SMOOTHING):
For teddy bears, the relationship is of great importance while
their own goals are of little importance. Teddies want to be
accepted and liked by other people. They think that conflict
should be avoided in favor of harmony and that people cannot
discuss conflicts without damaging relationships. They are
afraid that if a conflict continues, someone will get hurt and
that could ruin the relationship. They give up their goals to
preserve the relationship. They like to smooth things over.Copyright © 2008 - 2012
reserved.

Ways People Deal with ConflictTheFox
(COMPROMISING)
The Fox (COMPROMISING):
Foxes are moderately concerned with their own goals and
their relationships with others. They give up part of their own
goals and persuade others in a conflict to give up part of
theirs. They seek a conflict solution in which both sides gain
something - the middle ground between two extreme
positions. They compromise; they will give up a part of their
goal and relationship in order to find agreement for the
common good.Copyright © 2008 - 2012
reserved.

Ways People Deal with ConflictTheOwl
(CONFRONTING)
The Owl (CONFRONTING):
Owls highly value their own goals and relationships. They view
conflicts as problems to be solved and seek a solution that
achieves both, their own and the other person’s goals. Owls
see conflicts as a means of improving relationships by
reducing tension between two people. They try to begin a
discussion that identifies the conflict as a problem to be
solved. By seeking solutions that satisfy everyone, owls
maintain the relationship. They are not happy until a solution
is found that both satisfies everyone’s goals and resolves the
tensions and negative feelings that may have been present.Copyright © 2008 - 2012
reserved.

Gender:
Some of us use particular
conflict modes because of
our gender. For example,
some males, because they
are male, were taught
“always stand up to
someone, and, if you have
to fight, then fight.
Copyright © 2008 - 2012
reserved.

Practice:
Practice involves being
able to use all five conflict
modes effectively, being able
to determine what conflict
mode would be most effective
to resolve the conflict, and the
ability to change modes as
necessary while engaged in
conflict.
Copyright © 2008 - 2012
reserved.

Determining the best mode:
We develop a “conflict management
understanding” through knowledge about
conflict and through practice. We use these
to determine what conflict mode to use with
the particular person with whom we are in
conflict.
Copyright © 2008 - 2012
reserved.

Communication skills:
The essence of conflict
resolution and conflict
management is the
ability to communicate
effectively. People who
have and use effective
communication will
resolve their conflicts
with greater ease and
success.
Copyright © 2008 - 2012
reserved.

Life experiences:
Our life experiences, both
personal and professional, have
taught us to frame conflict as
either something positive that
can be worked through or
something negative to be
avoided and ignored at all costs.Copyright © 2008 - 2012
reserved.

Blake and Mouton’s Conflict Grid
Blake and Mouton (1970)
proposed a grid that shows
various conflict approaches.
• The 1,1 style is the hands-
off approach, also called
avoidance.
• The 1,9 position, also called
accommodation, is
excessively person-oriented.
• The 5,5 position represents
a willingness to
compromise.
• The 9,1 is the bull-headed
approach, also called
competing.
• The optimum style for
reducing conflict is the 9,9
approach, also called
collaboration.
Copyright © 2008 - 2012
reserved.

Game Theory and Conflict Management
• • •
Game theory puts
people into the
mixed-motive
situation.
Covey (1990) in
The Seven Habits
of Highly
Successful People
refers to the
scarcity mentality
versus the
abundance
mentality.
The scarcity
mentality leads us
to resent the
success of others.
The abundance
mentality allows
us to think of
situations in which
everybody can
win.
•
Copyright © 2008 - 2012
reserved.

Negotiation
Negotiation occurs whenever two or more conflicting parties attempt to
resolve their divergent goals by redefining the terms of their
interdependence. Negotiations are influenced by several situational
factors, including location, physical setting, time passage and deadlines,
and audience. Important negotiator behaviors include preparation and
goal setting, gathering information, communicating effectively, and
making concessions.
BATNA
The Best Alternative To a Negotiated Agreement; the lowest acceptable
value (outcome) to an individual for a negotiated agreement.Copyright © 2008 - 2012
reserved.

Third-party Conflict Resolution
Third-party conflict resolution is any attempt by a relatively neutral
person to help the parties resolve their differences. The three main
forms of third-party dispute resolution are mediation, arbitration, and
inquisition. Managers tend to use an inquisition approach, although
mediation and arbitration are more appropriate, depending on the
situation. Alternative dispute resolution applies mediation, but may also
involve negotiation and eventually arbitration.Copyright © 2008 - 2012
reserved.

Third-party Conflict Resolution
The various roles involved in third-party negotiations are:
• Mediator: A neutral third party who facilitates a
negotiated solution by using reasoning, persuasion, and
suggestions for alternatives.
• Arbitrator: A third party to a negotiation who has the
authority to dictate an agreement.
• Conciliator: A trusted third party who provides an
informal communication link between the negotiator and
the opponent.
• Consultant: An impartial third party, skilled in conflict
management, who attempts to facilitate creative problem
solving through communication and analysis.
Copyright © 2008 - 2012
reserved.

Lose - Lose Methods
Lose – Lose
Methods
In the lose-lose method of resolving conflict, the parties to the
conflict episode do not get what they want. The keyword here is
‘compromise’.
The following are the key characteristics of the lose-lose
method:
• Avoidance
• Withdraw, stay away
• Does not permanently reduce conflict
• Compromise
• Bargain, negotiate
• Each loses something valued
• Smoothing: find similarities
Copyright © 2008 - 2012
reserved.

Win - Lose Methods
In the win-lose method of resolving conflict, one party is a
clear winner and the other party a clear loser. The
keyword here is ‘dominance’.
The following are the key characteristics of the win-lose
method:
• Dominance
• Overwhelm other party
• Overwhelms an avoidance orientation
• Authoritative command: decision by
person in authority
• Majority rule: voting
Win – Lose Methods
Copyright © 2008 - 2012
reserved.

Win – Win Methods
In the win-win method of resolving conflict, each party to
the conflict episode gets what he or she wants. The
keyword here is ‘problem solving’.
The following are the key characteristics of the win-win
method:
• Problem solving: find root causes
• Integration: meet interests and desires of all parties
• Super ordinate goal: desired by all but not reachable
alone
Win – Win
Methods
Copyright © 2008 - 2012
reserved.

Increasing Conflict
It is not always necessary that conflict should only be
reduced. In certain cases, it is beneficial to increase
conflicts. Hence, an organization should try and
increase conflict when it is dysfunctional low.
Copyright © 2008 - 2012
reserved.

Increasing Conflict
An organization can try and increase conflicts by the following ways:
Creating Heterogeneous Groups:
An organization can increase conflicts by creating heterogeneous groups.
Such groups would have members with different backgrounds and hence will
lead to creative and free exchange of ideas, opinions etc.
Playing Devil’s Advocate:
An organization can encourage the playing of devil’s advocate by individuals
as it offers alternative views. A devil's advocate is someone who takes a
position, sometimes one he or she disagrees with, for the sake of argument.
Organizational Culture:
An organization should foster and create organizational culture, values and
norms that embrace conflict and debate.
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reserved.

Advantages of Conflict
Advantages of Conflict
Diffuses more serious conflicts
Stimulates search for new facts or
solutions
Enhances relationships
Increases cohesiveness
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reserved.

Disadvantages of Conflict
Disadvantages of Conflict
Time consuming
Disrupts progress/ problem
solving
Detracts from job at hand
Keeps people apart; if unresolved
Poor quality, lowers productivity
Reduces team effectiveness
Copyright © 2008 - 2012
reserved.

Cultural Influences on Conflict
The majority of
Mediterranean cultures
regard conflict as a
normal and valuable
part of everyday life.
In the United States, the
emphasis on individuality
makes conflict
competitive.
Many Hispanic cultures
perceive conflict as an
opportunity to be
expressive and dramatic.
In most Asian countries
conflict is condemned and a
solution should be found that
benefits everyone and
creates harmony.
Copyright © 2008 - 2012
reserved.

Gender Influences on Conflict - Men
• Respond with exit/neglect
• Place less emphasis on talk
• Minimize problems
• May use coercive tactics and force their resolutions
• Conflict causes more physical and psychological painCopyright © 2008 - 2012
reserved.

Gender Influences on Conflict - Women
• Enact response by loyalty and voice
• Are taught to put a priority on a relationship
• Use talk to create and sustain closeness
• Tend to defer and compromise
Copyright © 2008 - 2012
reserved.

Constructive Communication
Constructive vs. Destructive Communication
• Validation of each other
• Sensitive listening
• Dual perspective
• Recognize other’s concerns
• Seek clarification
• Infrequent interruptions
• Focus on specific issues
• Compromises and contracts
• Useful meta communication
• Summarizing the concerns for both
partners
Copyright © 2008 - 2012
reserved.

Constructive Communication
Constructive vs. Destructive Communication
• Validation of each other
• Sensitive listening
• Dual perspective
• Recognize other’s concerns
• Seek clarification
• Infrequent interruptions
• Focus on specific issues
• Compromises and contracts
• Useful meta communication
• Summarizing the concerns for both
partners
Destructive Communication
• Disconfirmation of each other
• Poor listening
• Preoccupation with self
• Cross-complaining
• Hostile mind reading
• Frequent interruptions
• Everything is thrown in
• Counterproposals
• Excessive meta communication
• Self-summarizingCopyright © 2008 - 2012
reserved.

Tips for Effective Communication during Conflict
The following are a few tips for effective communication during a conflict:
Both people should be psychologically
present and not rushed
Mange time during discussion of the
conflict effectively1
Show grace, when appropriate
Focus on the overall
communication system
Be flexible
Use bracketing to keep the
discussion focused
Aim for win-win conflict
Honor yourself, your
partner and the
relationship
Grant forgiveness or put
aside our own needs, if
possible
Copyright © 2008 - 2012
reserved.

Tips for Managing Workplace Conflict
• Build good relationships before conflict occurs
• Do not let small problems escalate; deal with them as
they arise
• Respect differences
• Listen to others’ perspectives
on the conflict situation
Copyright © 2008 - 2012
reserved.

Tips for Managing Workplace Conflict
• Acknowledge feelings before focusing on facts
• Focus on solving problems, not changing people
• If you can’t resolve the problem, turn to
someone who can help
• Remember to adapt your style
to the situation and persons
involvedCopyright © 2008 - 2012
reserved.

Case Study
David Blake works as a Sales
Manager in Helium Inc. David is
in constant conflict with his
boss, John Sutherland over the
working of his team. David
wants his team to build rapport
with the customers and also
ensure customer satisfaction,
whereas John is only bothered
about Sales Figures.
John is a high-handed boss and
does not want to listen to any
of David’s reasons or
explanations.
1. Which Conflict
Management Style
would suit David’s
situation?
2. How can David resolve
his conflict with his
boss, John?
Copyright © 2008 - 2012
reserved.

Summary
In this module, you learnt that:
Conflict management is defined as ‘the opportunity to improve situations and
strengthen relationships’.
Larson and Gray provided five strategies for managing dysfunctional conflict
which are:
• Mediation
• Arbitration
• Control
• Acceptance
• Elimination
There are five conflict management styles identified by Thomas & Kilman
in 1976, as per the natural inclinations of people. They are:
• Avoiding
• Accommodating
• Competing
• Compromising
• Collaborating
Copyright © 2008 - 2012
reserved.

Conflict management

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