Copyright 2003, Dr. Larry W. Long1 Chapter 8 Conflict Management by Dr. Larry W. Long.

Copyright 2003, Dr. Larry W. Long

1

Chapter 8

Conflict Management

by

Dr. Larry W. Long


2

Consequences of Conflict

DYSFUNCTIONALDYSFUNCTIONAL Coalitions, Isolation, Coalitions, Isolation,

& lower participation& lower participation GatekeepingGatekeeping DeceptionDeception Lowered satisfactionLowered satisfaction Lowered productivityLowered productivity Compliance relianceCompliance reliance

FUNCTIONALFUNCTIONAL CohesionCohesion Greater motivationGreater motivation Better problem Better problem

solvingsolving Goal attainmentGoal attainment Benefits for othersBenefits for others Reality adjustmentReality adjustment


3

Defining Conflict

• ConflictConflict– Two or more

competing, often incompatible, responses to a single event


4

Identifying Conflict• Differentiate between

symptoms and causes

• Requires value-system definition– Conflict often arises

because people hold different values

• A precondition to effective conflict management


5

Locating Conflict

• Conflict must be located before actual management can begin.

• Locating conflict is similar to problem identification.


6

Conflict Locations

• Intrapersonal

• Interpersonal

• Intragroup

• Intergroup

• Intraorganizational

• Interorganizational


7

Communication induced conflict

. . . occurs when different information exists.

. . . different problems and solutions are identified.

. . . different behavior regulation strategies are preferred .

. . . different conflict management strategies are preferred.


8

Localizing Conflict

• Specifically define the boundaries of the conflict.

• Nurture conflict when functional; Reduce when dysfunctional

• Ability to locate and assess conflict will determine effectiveness of regulation.


9

Evidence of Conflict Occurs

Intrapersonal?

Interpersonal?

Intragroup?

Intergroup?

IntraOrg?

InterOrg?

No

No

No

No

No

No

No

Yes

Yes

Yes

Yes

Yes

Yes

No

No

No

Information Management

ConflictManagement

Problem/SolutionIdentification

BehaviorRegulation

Select AStrategy

Select AStrategy

Select AStrategy

Select AStrategy

Yes

Yes

Yes

Yes

Conflict/Communication Location Matrix


10

Strategies for Managing Conflict• Power: Both advocate -- win-lose• Compromise: Middle-ground

solution sought -- lose-lose• Creative Alternative: search for

consensus -- win-win


11

Strategy for Managing Conflict

• Some tactics can be used in either situation, but certain elements of third-party intervention are distinctive:– Collaboration– De-escalation– Facilitation


12

Tactics for Managing Conflict– Focus and contain conflict– Control levels of threat– Clarify management policies

on communication– Identify conflict early– Balance dependencies– Evaluate motivational

preference– Use appropriate strategies


13

Personal Conflict Styles• Influence the way

conflict is identified, defined, located and localized.

• Determine if conflict will be escalated, maintained, reduced, or avoided.

• Are characterized by a desire to satisfy one’s own interests.

1040-A1040-A


14

Personal Management StylesPersonal Management StylesA

sser

tive

ness

Tow

ard

Ow

n G

oals

HIGH

LOW Responsiveness Toward Other Party’s Goals HIGH

“DRIVER”Power Strategist

(Dominator)

“ANALYTIC”Avoidance/”Slow-paced”

Strategist(Neglecter)

Compromise Strategist(Compromiser)

“EXPRESSIVE”Creative Alternative

Strategist(Integrator)

“AMIABLE”Accommodation Strategist

(Appeasement)


15

What Kind of Manager Are You?• Are you highly competitive?

– You might be a gaming manager.

• Characteristics:– Competitive– Conflict strategy is win-lose– Clear distinctions between

supervisors and subordinates– Driver social style - pushy,

severe, tough, strong-willed


16

What Kind of Manager Are You?• Are you overly sensitive?

– You might be a tentative manager.

• Characteristics:– Desire to keep people happy– Conflict strategy is appeasement– Negatively view conflict– Amiable social style


17

What Kind of Manager Are You?• Are you a performer?

– You might be an idealistic manager.

• Characteristics:– Believes every problem has

solution

– Conflict Strategy is win-win

– Endeavor to be an active leader

– Expressive social style: manipulative, excitable, friendly, a bit dramatic


18

What Kind of Manager Are You?

• Are you adaptive?

– You might be a versatile manager.

• Characteristics:– Possess ability to adapt to others

– Conflict strategy varies depending on situation

– Multidimensional thinkers

– Tolerant of ambiguity

– Flexible

Copyright 2003, Dr. Larry W. Long1 Chapter 8 Conflict Management by Dr. Larry W. Long.

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