Chapter 12: Managing Conflict Conflict is inevitable Conflict may be beneficial Conflict may be destructive Steps for diagnosing

conflict: 1. 2. 3. 4. 5. 6. 7. Identify the conflict. Determine the level of the conflict. Analyze the relationships involved. Determine the level of interdependence. Analyze the type of conflict. Identify the source of conflict. Analyze the severity of the conflict.

Level of conflict: can occur on any of 5 levels of communication: Intrapersonal Group Environmental Interpersonal Organizational

Types of conflict: Conflict over facts = disagreement over something that can be proven to be true or false; easiest to solve because they are the result of inadequate information or misinterpretation Conflict over values = a disagreement over priorities; not easily resolvable Conflict over policies = a disagreement that deals with differences over how to best complete a task; does not concern the end goal of the task, but rather how to get to it

Possible Sources of conflict: Roles creates different perspectives that are different Power struggle Unclear guidelines Personal style External stress

Forces that help resolution: Most of the time everyone in the office tries to cooperate and work together There seem to be enough resources for everyone You have a plan you think will work

Forces that hinder resolution Boss is not generally open to new ideas

Boss is anticipating budget cuts in near future Boss sometimes reacts defensively to suggestions from staff members

Resolution strategy: Avoidance = keeping away or withdrawing from something; can be physical or psychological; one-sided approach and usually has negative effects; can intensify conflicts and requires strong sense of self-image Accommodation = maintaining harmony with others by giving in to their wishes; relationships take precedence over issues; used when value of conflict differs between parties; can be costly to self Coercion = trying to force others to go along with wishes; can be used if in a position of authority; others may try to retaliate; likely to pay a price later Compromise = settling differences by having each party give up something; parties must have no hope of attaining everything they want, willing to settle for less Negotiation = bargaining with others to gain what you want; requires self to determine what self is and must not be willing to give up in the final solution; all trade-offs may not be directly related to the conflict issue, as opposed to compromise (where it is); often involves giving up entire position on an issue in order to get something else; a more assertive approach to bargaining for what one really wants; each party must be willing to trade with others in the dispute; more assertive than compromise as it is competitive Collaboration = working together to achieve some result; in belief that working with others will create the best possible solution to the conflict; does not involve competition; partnership exists for a long time

Conflict-resolution meeting: done by assuming a positive attitude, behaving realistically, and communicating clearly; meeting is conducted well if people take initiatives, employ a resolution strategy, and know when to end