Developing Management Skills Chapter Managing Conflict Copyright

Developing Management Skills Chapter Managing Conflict Copyright

Developing Management Skil s
Chapter 7:
Managing Conflict

Copyright  2016 Pearson Education, Ltd. 
7-1 
Learning Objectives
1. Diagnose the focus and source of
conflicts
2. Utilize appropriate conflict
management strategies
3. Resolve interpersonal
confrontations through
col aboration
Copyright  2016 Pearson Education, Ltd. 
7-2 


The Relationship Between
Conflict and Outcomes
Copyright  2016 Pearson Education, Ltd. 
7-3 
Rules of Engagement
 Work with more information
 Focus on the facts
 Develop multiple alternatives
 Share agreed-upon goals
 Inject humor into the decision process
 Maintain a balanced power structure
 Resolve issues without forcing consensus
Copyright  2016 Pearson Education, Ltd. 
7-4 
Types of Conflict
Copyright  2016 Pearson Education, Ltd. 
7-5 


Conflict Focus
People-focused: In-your-face
confrontations in which emotions are
fueled by moral indignation

Issue-focused: negotiations in which
participants agree how to allocate
scarce resources

Copyright  2016 Pearson Education, Ltd. 
7-6 
Four Sources of Interpersonal
Conflict
Personal Differences: Conflicts stem
from personal values and needs
Copyright  2016 Pearson Education, Ltd. 
7-7 
Four Sources of Interpersonal
Conflict
Informational Deficiencies: Conflicts
evolve from misinformation and
misunderstanding
Copyright  2016 Pearson Education, Ltd. 
7-8 


Four Sources of Interpersonal
Conflict
Role Incompatibility: Conflicts evolve
from the perception that assigned
goals and responsibilities compete with
those of others.
Copyright  2016 Pearson Education, Ltd. 
7-9 
Four Sources of Interpersonal
Conflict
Environmentally Induced Stress:
Conflict results from the stressful
events of the organizational
environment.
Copyright  2016 Pearson Education, Ltd. 
7-10 
Conflict Resolution
Insert figure 7.3
Copyright  2016 Pearson Education, Ltd. 
7-11 


Forcing
 Satisfy personal needs at the expense
of the other person
 Formal authority, bul ying,
manipulation, etc.
 Outcome: You feel vindicated; other
person feels defeated

Copyright  2016 Pearson Education, Ltd. 
7-12 
Avoiding
 Neglect interests of both parties by
sidestepping or postponing
 Reflects inability to handle emotion of
conflict
 Outcome: Nothing (or things get
worse)


Copyright  2016 Pearson Education, Ltd. 
7-13 
Accommodating
 Satisfy other partys concerns but
neglect your own
 Preserve a relationship at the expense
of genuine appraisal of issues
 Outcome: Other person takes
advantage of you; decreased power
and credibility

Copyright  2016 Pearson Education, Ltd. 
7-14 


Compromising
 Seek partial satisfaction for both
parties
 Expedient, not effective, solutions
 Outcome: Gamesmanship and
suboptimal resolutions
Copyright  2016 Pearson Education, Ltd. 
7-15 
Collaborating
 Seek to address concerns of both
parties
 No assignment of blame
 Outcome: When col aborating is
possible, problem likely to be resolved



Copyright  2016 Pearson Education, Ltd. 
7-16 
Which approach is best?
While we are predisposed to one
approach, no single approach is the
best; Effective managers use a variety of
approaches

Copyright  2016 Pearson Education, Ltd. 
7-17 


Selecting the Right Strategy
Two Perspectives on Negotiation:
Distributive: Dividing up a fixed pie
Integrative: Expanding the pie
Copyright  2016 Pearson Education, Ltd. 
7-18 
Situational Considerations
Select your conflict management
approach based upon:
 Issue importance
 Relationship importance
 Relative power
 Time constraints
Copyright  2016 Pearson Education, Ltd. 
7-19 
Conflict Resolution Outcomes by
Type and Method
Copyright  2016 Pearson Education, Ltd. 
7-20 


A Default Strategy
Of all the approaches, col aboration
generally yields the best outcomes;
However, it is also the most difficult to
implement
Copyright  2016 Pearson Education, Ltd. 
7-21 
Framework for Collaborative Problem
Solving
Establish overarching goals
Separate the people from the problem
Focus on interests, not positions

Copyright  2016 Pearson Education, Ltd. 
7-22 
Framework for Collaborative Problem
Solving (continued)
Invent options for mutual gains
Use objective criteria for evaluating
alternatives
Define success in terms of real gains,
not imaginary losses

Copyright  2016 Pearson Education, Ltd. 
7-23 


Four Phases of Collaborative Problem
Solving
1. Problem Identification
2. Solution Generation
3. Action Plan Formulation and
Agreement
4. Implementation and Fol ow-Up

Copyright  2016 Pearson Education, Ltd. 
7-24 
Phase 1:
Problem Identification
Initiator
 Maintain personal ownership of problem
 Describe problem in terms of behaviors,
consequences, and feelings
 Avoid drawing conclusions and attributing
motives
 Persist until understood
 Encourage two-way discussion
 Approach problems incrementally

Copyright  2016 Pearson Education, Ltd. 
7-25 
Phase 1:
Problem Identification
Responder
Establish a climate for joint problem
solving
Seek additional information by asking
questions
Agree with some aspect of the
complaint
Copyright  2016 Pearson Education, Ltd. 
7-26 


Phase 1:
Problem Identification
Mediators Role
 Establish a problem solving framework
 Maintain a neutral posture regarding the
disputants
 Serve as facilitator, not judge
 Insure discussion to ensure fairness
 Focus on interests, not positions
 Ensure all parties agree on the solution

Copyright  2016 Pearson Education, Ltd. 
7-27 
Phase 2:
Solution Generation
Initiator
Focus on commonalities as the basis for
requesting a change

Copyright  2016 Pearson Education, Ltd. 
7-28 
Phase 2:
Solution Generation
Responder
Ask for suggestions of acceptable
alternatives
Copyright  2016 Pearson Education, Ltd. 
7-29 
10 

Phase 2:
Solution Generation
Mediator
Explore options by focusing on interests,
positions; create agreement on action
plan and fol ow-up
Copyright  2016 Pearson Education, Ltd. 
7-30 
Summary Model
of Conflict Management
Insert figure 7.6
Copyright  2016 Pearson Education, Ltd. 
7-31 
Behavioral Guidelines
Col ect information on the sources
of conflict
Examine relevant situational
considerations

Copyright  2016 Pearson Education, Ltd. 
7-32 
11 

Behavioral Guidelines
Take into consideration your personal
preferences for using the conflict
management approaches
Utilize the col aborative approach
unless conditions dictate the use of an
alterative approach

Copyright  2016 Pearson Education, Ltd. 
7-33 
12