Understanding and Resolving Conflict Mark Smallwood Brigham Young University.
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Transcript of Understanding and Resolving Conflict Mark Smallwood Brigham Young University.
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Understanding and Resolving Conflict
Mark SmallwoodBrigham Young University
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Agenda• What is conflict?• What is conflict’s role in business?• Different views of conflict• Kinds of conflict• Stages of conflict resolution• Methods of conflict resolution• Group Exercise• Review
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What is Conflict?A process that begins when one party
perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
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A Few Questions
• Is conflict bad for business?
• What kind of conflict is seen in our business?
• Does this conflict help or hurt our performance?
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Conflicts About Conflict’s Role
• Different Views– Traditional View– Human Relations View– Interactionist View
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Different Views
• Traditional View– Conflict is bad!– Same as violence, destruction, irrationality
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Different Views
• Human Relations View– It’s going to happen, so cope with it!
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Different Views
• Interactionist View– Functional conflict is good for business and
even encouraged– Functional vs. dysfunctional conflict
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Kinds of Conflict• Task Conflict
– Low to moderate levels can be acceptable
• Process Conflict– Low levels can be acceptable
• Relationship Conflict– Almost always dysfunctional
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The Conflict Process• Four Stages
– Potential opposition– Cognition and personalization– Behavior– Outcomes
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The Conflict Process• Stage 1
– Potential Opposition• Factors are present that can lead to conflict
– Communication
– Structure
– Personal Variables
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The Conflict Process• Stage 2
– Cognition and Personalization• Awareness of conditions in stage 1
• The conditions cause some sort of frustration
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The Conflict Process• Stage 3
– Behavior• An action is done that frustrates another person’s
interests
• The conflict becomes known to the differing parties and to others
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The Conflict Process• Stage 4
– Outcomes• Functional Outcomes
• Dysfunctional Outcomes
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Conflict Resolution• Even in the interactionist view of conflict,
conflict can become dysfunctional.
• At this point, someone may need to step in and help resolve the conflict.
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Methods for Resolving Conflict• Passive conflict resolution• Win-win• Structured problem solving• Confronting conflict• Choosing a winner• Selecting a better alternative• Preventing Conflict
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Methods for Resolving Conflict• Passive conflict resolution
– Just ignore the conflict
• Win-win– Satisfy both side’s needs
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Methods for Resolving Conflict• Structured problem solving
– Gather data about the problem– Have a third party observer analyze the data
and make an argument for one side– Mediation
• Confronting conflict– Listen the problem and help the parties resolve
it
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Methods for Resolving Conflict• Choosing a winner
– Choose the winner, then deal with the negative feelings between the two parties
• Selecting a better alternative– Choose an idea neither of the parties considered
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Methods for Resolving Conflict
• Preventing conflict– “Skilled leaders use different techniques to
create an environment that is relatively free of conflict…” (Foster)
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Shea & Gould Law Firm• “At its peak, the firm had 350 lawyers and
played a leading role in New York politics, banking, real estate and sports”
• Closed its doors after not being able to resolve a conflict about the firms future
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Let’s Try These Out!• Split up in groups of three people
• Choose a conflict that could be faced in this organization
• Discuss how it would be handled using each of the methods listed previously
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Let’s Try These Out!• Describe your conflict
• What method would be best for handling your chosen situation?
• Would that method be best for all situations in this organization?
• What does everyone else think?
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Summary• Conflict can be good for a business
• When it isn’t good, the conflict must be resolved
• Different methods exist to resolve conflict
• No one method is best for any conflict
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BibliographyBacal, Robert. “Organizational Conflict - The Good, The Bad & The Ugly.”
http://conflict911.com/conflictarticles/orgconflict.htm.
Foster, S. Thomas. Managing Quality: An Integrative Approach. 2nd ed., Pearson Education, Inc., 2004. pp. 325-329.
Geyelin, Milo, Felsenthal, Edward. “Irreconcilable differences force Shea & Gould closure”. Wall Street Journal. (Eastern edition). New York, N.Y.: Jan 31, 1994. pg. B1.
Robbins, Steven P. Essentials of Organizational Behavior. 8 th ed., Pearson Education, Inc., 2005. pp. 193-201.
Thomas, K.W. “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough, Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3, pp. 651-717.
Thomas, K.W., and R.H. Kilmann. Thomas-Kilmann Conflict Mode Instrument. Sterling Forest, NY: Xicom, Inc., 1974.