Title: Using Conflict Management to Resolve Workplace Issues
1Using Conflict Management to Resolve Workplace
Issues
2What is Conflict?
Websters Definition Competitive or opposing
action of incompatibles antagonistic state or
action (such as divergent ideas, interests, or
persons).
3What is Conflict?
Workplace Definition A situation in which each
party seeks a position (end result) perceived to
be incompatible with the wishes of the other or
4What is Conflict, cont.
each party seeks to achieve an agreed upon goal
using a means that is perceived to be
incompatible with the wishes of the other party.
5Sources of Conflict
- Data
- Lack of information
- Misinformation
- Differing views of what information is relevant
- Differing views about how data is collected
- Strategies
- Provide information
- Agree on what information is relevant
- Reach agreement on how to collect the data
6Sources of Conflict
- Interests/Goals
- Goals, needs of parties to the dispute
- Perceived or actual differences in hoped for
outcomes - Psychological interests what has to be
addressed for resolution
- Strategies
- Focus on interests, not positions
- Expand options
7Sources of Conflict
- Structural
- Unequal Control ownership or distribution of
resources - Unequal power or authority (peers or supervisors)
- Roles and responsibilities
- Time Constraints
- Strategies
- Reallocate ownership and control of resources
- Establish fair, mutually acceptable
decision-making process - Clearly define, change roles
8Sources of Conflict
- Value Conflicts
- Different criteria for evaluating ideas
- Different lifestyles, ideology and religion
- Beliefs that tell people right from wrong
- Strategies
- Allow parties to agree and disagree
- Build common loyalty
- Bridge values
- Turn positions into interests
9Sources of Conflict
- Relationship
- Strong emotional reactions to each other
- Misconceptions or stereotypes about other party
- Poor communications/ miscommunications
- Distrust
- History of conflict
- Strategies
- Clarify perceptions
- Improve communications-learn from the past
- Keep your word
- Learn from the past
10Sources of Workplace Conflict
- EEO Issues (race, national origin, age, religion,
sex, color, disability) - Labor Relations
- Performance and behavior issues, poorly-managed
expectations - Application of personnel policies
- Interpersonal problems (employee/employee,
supervisor/supervisor) - Sexual Harassment
- Change downsizing, consolidation, turmoil,
distrust, tension
11Interest Based vs. Positional Negotiations
Reach Resolution Position is
to Meet Needs Articulated First
- Win-win
- Information flow is
- Open
- Shared
- Honest
- Active listening
- Look for ways to cooperate
- Polite
- Trust
- Win/lose
- Information withheld/secrecy valued
- Indirect communications
- Cannot be negotiated
- More adversarial
- One way communication
- Point fingers/blaming
- Person thinking about what theyre going to say
next while other person talking - Defensive posture/distrust
12Conflict Styles and Strategies
- Styles
- Avoiding Conflict, what conflict?
- Accommodating Whatever you say is okay with
me.
- Strategies Used
- Denial
- Ignoring
- Withdrawing
- Agreeing
- Appeasing
- Flattering
13Conflict Styles and Strategies
- Styles
- Competing My way or the highway.
- Collaborating
- How can we solve the problem?
- Strategies Used
- Control
- Outwit
- Coerce
- Fight
- Gather information
- Look for alternatives
- Discussion and disagreement is okay.
14Conflict Styles and Strategies
- Style
- Compromising Lets split the difference.
- Strategies Used
- Bargaining
- Reducing expectations
- Provide a little for everyone
15AvoidingConflict, what conflict?
- When Appropriate
- When issue is trivial
- You are powerless or have little power, but want
to block the other person - Short time and a decision is not necessary
- Relationship is insignificant
- When Inappropriate
- You care about the issue
- Negative feelings may linger (you care about the
relationship).
16AccommodatingWhatever You Say is Okay With Me.
- When Appropriate
- When the issue is not important to you.
- You realize you are wrong.
- You want to respond to the desires of another.
- When Inappropriate
- When you are likely to resent the outcome later.
- When used to gain acceptance.
17CompetingMy Way or the Highway.
- When Appropriate
- An emergency is looming.
- The issue is trivial and others dont care what
happens. - Youre certain youre right.
- When Inappropriate
- When it is important to get cooperation from
others. - When the self respect of others is diminished.
- When used to an excess.
18CollaboratingHow Can We Solve the Problem?
- When Appropriate
- When both the issue and the relationship are
significant. - When there is a reasonable expectation of
addressing all concerns.
- When Inappropriate
- Time is short.
- The issues are not important.
- If either person is not negotiating in good
faith.
19CompromisingLets Split the Difference.
- When Appropriate
- When finding some solution is better than a
stalemate. - When cooperation is important but time and/or
resources are limited.
- When Inappropriate
- When you cannot live with the consequences.
- Finding the most creative solution is essential.
20When is a Conflict Over?
- Cessation vs. Resolution of the Conflict
21Cessation of a Conflict Occurs When
- A party is at a disadvantage and decides to
withdraw, expecting to resume the conflict when
conditions are more favorable. - One party is overwhelmed by the others power and
either gives in temporarily or withdraws from the
dispute. - One party passively accepts whatever terms the
party demands, but has not expectations of
complying with them.
22Resolution 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 while understanding that this does
not imply approval of that partys 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.
23Never Expect Anyone To Engage In A Behavior That
Serves Your Values Unless You Give That Person
Adequate Reason To Do So.