AD643 – Conflict Management

1. AD643 – Conflict Management Source material: McGraw Hill

2. Conflict Management • Sources of Conflict • Desirability of Conflict • Types of Conflict • Undesirability of Conflict • Game Theory • Toward Conflict Management

3. Sources of Conflict • Conflict is “an --expressed struggle --between at least two interdependent parties --who perceive incompatible goals, scare resources, and --interference from others in achieving their goals” (Wilmot and Hocker, 1998) • Conflicts exist whenever incompatible activities occur.

4. Sources of Conflict • Conflicts may originate from a number of different sources, including: • Differences in information, beliefs, values, interests, or desires. • A scarcity of some resource. • Rivalries in which one person or group competes with another.

5. 50%+ of project conflicts Personality Cost Procedure Technical Opinions Human Resources Priorities Schedules Less common sources of conflict More common sources of conflict Sources of Conflict 8

6. Desirability of Conflict • Conflict can be desirable. • Conflict helps eliminate or reduce the likelihood of groupthink. • A moderate level of conflict across tasks within a group resulted in increased group performance while conflict among personalities resulted in lower group performance (Peterson and Behfar, 2003)

7. Types of Conflict • Conflict of ideas • Dooley and Fryxell (1999) found that conflict of ideas at the early stage of decision making (idea formulation) was desirable. • However, it can cause problems at a later stage when the ideas have to be implemented. • Conflict of feelings are often called personality conflict

8. Types of Conflict • Opposition and Support

9. Undesirability of Conflict • Conflicts can be hard to control once they have begun. • The trend is toward escalation and polarization. • When conflict escalates to the point of being out of control, it almost always yields negative results.

10. Game Theory • Game theory puts people into the mixed-motive situation. • Covey (1990) in The Seven Habits of Highly Successful People refers to the scarcity mentality versus the abundance mentality. • The scarcity mentality leads us to resent the success of others. • The abundance mentality allows us to think of situations in which everybody can win.

11. Toward Conflict Management • Conflict management is defined as “the opportunity to improve situations and strengthen relationships” (BCS, 2004). –proactive conflict management –collaborative conflict management

12. Toward Conflict Management • Blake and Mouton’s Conflict Grid Source: Reproduced by permission from Robert R. Blake and Jane Syngley Mouton. “The Fifth Achievement.”Journal of Applied Behavioral Science 6(4), 1970..

13. Toward Conflict Management • Blake and Mouton (1970) proposed a grid that shows various conflict approaches. • The 1,1 style is the hands-off approach, also called avoidance. • The 1,9 position, also called accommodation, is excessively person-oriented.

14. Toward Conflict Management • The 5,5 position represents a willingness to compromise. • The 9,1 is the bullheaded approach, also called competing. • The optimum style for reducing conflict is the 9,9 approach, also called collaboration.

15. Toward Conflict Management • Borisoff and Victor (1998) argue that the best strategy for conflict management (negotiation) depends on the desired outcome.

16. Toward Conflict Management Unilateral negotiation strategies include: • The trusting collaboration strategy. • The open subordination strategy. • The firm competition strategy. • The active avoidance strategy.

17. Toward Conflict Management Interactive negotiation strategies • Trusting collaboration • Principled negotiation • Firm competition • Soft competition • Open subordination • Focused subordination • Active avoidance • Passive avoidance • Responsive avoidance

18. Conflict Resolution Methods • Confronting / Problem Solving • Compromising • Forcing • Smoothing / Accommodating • Withdrawing / Avoiding 8

19. Confronting / Problem Solving • Sometimes referred to as “collaborating” • Generally viewed as the best method for conflict resolution • Looks to solve the conflict at the source so it will not be an issue for the project 8

20. Confronting / Problem-Solving when… • When conflicting parties can get at least what they want and maybe more • To reduce cost • To create a common power base • To attack a common foe • When skills are complimentary 8

21. Confronting / Problem-Solving when… • When there is enough time • When there is trust • When you have confidence in the other’s ability • When the ultimate objective is to learn 8

22. Compromising • To negotiate or bargain for a solution to give both parties some degree of satisfaction • “Give and take” or “win-win” • Neither party gets everything they want or need (“lose-lose”) 8

23. Compromising when… • When both parties need to be “winners” • When you can’t win • When others are as strong as you are • When you haven’t time to win • To maintain the relationship 8

24. Compromising when… • When you are not sure you are right • When you get nothing if you don’t • When stakes are moderate • To avoid giving the impression of “fighting” 8

25. Forcing • When one party imposes the solution on the other party • “win-lose” situation, wins at the expense of the loser • Does not always address the underlying source of conflict and often reduces team morale 9

26. Forcing when… • When you are right • When a do-or-die situation exists • When stakes are high • When important principles are at stake • When you are stronger 9

27. Forcing when… • To gain status or power • In short term (one time) deals • When the relationship is unimportant • When a quick decision must be made 9

28. Smoothing / Accommodating • Emphasize areas of agreement • Tends to downplay conflict instead of solving conflict • May make sacrifices to satisfy the needs of the other party 9

29. Smoothing / Accommodating when… • To reach an overarching or higher goal • To create obligation for a trade-off at a later date • When the stakes are low • When liability is limited 9

30. Smoothing / Accommodating when… • To maintain harmony • When any solution will be adequate • To create goodwill • When you will lose anyway • To gain time 9

31. Withdrawing / Avoiding • Temporary solution at best • Conflict and source of conflict will continue through project life • Some view as cowardice and unwillingness to address the conflict situation 9

32. Withdrawing / Avoiding when… • When you can’t win • When stakes are low • When stakes are high, but you are not ready • To gain time 9

33. Withdrawing / Avoiding when… • To unnerve your opponent • To preserve neutrality or reputation • When you think the problem will “go away” • When you win by delay 9

34. Conflict – Door stuck shut • Throw shoulder into door and break it open • (Forcing) • Ignore it, hope another will fix the door • (Withdrawing/Avoiding) • Determine what is causing the door to be stuck and correct the problem • (Confronting / Problem solving) 9

35. Toward Conflict Management • Fisher, Ury, and Patton (1991) outline four principles that compose principled negotiation. • Separate the people from the problem. • Focus on interests, not positions. • Invent options for mutual gain. • Seek objective criteria.

36. Toward Conflict Management • The Continuum of Decision-Making Behavior has been described as including four styles of decision making: • Tells • Sells • Consults • Joins

37. Toward Conflict Management • Diane Yale (1988) outlines three metaphorical approaches to conflict: • The competitive, adversarial metaphor • Often results in a winner and loser in the resolution process. • The problem-solving metaphor • If [conflict] is focused on problem-solving, everything that comes at you is seen as a problem or a solution. • The creative orientation metaphor Brings an innovative quality to group conflict resolution.

38. Toward Conflict Management—Practical Tips Walker and Harris (1995) offer the following practical tips for implementing the 9,9 style. Encouraging behavior occurs when a team member: 1. Avoids feelings or perceptions that imply the other person is wrong or needs to change. 2. Communicates a desire to work together to explore a problem or seek a solution. 3. Exhibits behavior that is spontaneous and destruction-free.

39. Toward Conflict Management—Practical Tips 4. Identifies with another team member’s problems, shares feelings, and accepts the team member’s reaction. 5. Treats other team members with respect and trust. 6. Investigates issues rather than taking sides on them. • The same principles can be applied to negotiating with others outside your team, or with a supplier or customer.

40. Toward Conflict Management • A Continuum of Decision-Making Behavior

41. Review of the Systems Approach • Individuals should understand their own personal triggers to better deal with conflict situations in the workplace (Robin, 2004) • Group members should think about other group members early on to identify privately those individuals and behaviors that may push their buttons.

42. Review of the Systems Approach • Conflict may have some desirable consequences. • Out of control conflict may be destructive. • Conflict-producing behaviors are more likely from those high in aggression, dominance, and the need for autonomy. • An important factor related to conflict is the style of leadership and the resulting group norms regarding conflict.

44. Lead • Lead - The process of influencing others to achieve individual, group or organizational goals. • Leading involves getting others to perform the necessary tasks by motivating them to achieve the organization’s goals. • Motivation is a psychological state that exists whenever internal and/or external forces stimulate, direct, or maintain behaviors. Jim Cormier AD643 – Boston University

45. Leadership • Leadership is influence held over a group or individual. This influence is used to move this group or individual toward the attainment of a goal or objective.. Jim Cormier AD643 – Boston University

46. Project Leadership • Project Leadership is influence held over a group or individual Project Stakeholders. This influence is used to move this group or individual toward the attainment of the goals and/or objectives of the project. Jim Cormier AD643 – Boston University

47. Jim Cormier AD643 – Boston University Who Makes the Best Leader • We must identify leadership potential: • It is a required element in a manager • Succession Planning • How do we identify Leaders • This question was one of the first put to the emerging field of Management Science • In order for us to see what the fruit of MS’s labor it will be necessary for you to participate in a little exercise we have for you. • Secure your area • Have a pencil and paper handy

48. Jim Cormier AD643 – Boston University Trait Model Identified personal characteristics that, when present in a leader will cause effective leadership. Intelligence Dominance Self-Confidence High Energy Level Task Relevant Knowledge * This list is in order of number of times that surveys reported this trait as required. Research shows that certain personal “traits” do appear to be connected to effective leadership. Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.

49. Jim Cormier AD643 – Boston University Leadership Models • Behavioral Model • Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates: • Consideration: employee-centered leadership behavior indicating that a manager trusts, respects, and cares about subordinates • Initiating structure: job-oriented leadership behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective. • Both behaviors are independent; managers can be high or low on both behaviors.

50. Jim Cormier AD643 – Boston University Leadership Behaviors (cont.) • Robert Blake and Jane Mouton developed the managerial grid. The managerial grid is more complex and identifies five leadership styles that combine different degrees of concern for production and concern for people.