Certification Study Group

1. Certification Study Group Conflict Management

2. What is Conflict? • A process in which one party consciously interferes in the goal-achievement efforts of another • Can be between a supervisor and a worker • Can be between two departmental operatives • Can be between two managers • Can be between departments

3. Conflict is a Natural Organizational Phenomena • Members have different goals • Members compete for scarce resources • Members have diverse backgrounds, education, experiences, interests

4. Conflict is not all Bad • Stimulates creativity, innovation and change • Organizations need change to adapt and survive • There should be enough conflict in the organization to keep it responsive and innovative but not so much to hinder performance

5. The Positive Role of Conflict Conflict may keep your unit responsive and innovative Conflict Change Adaptation Survival

6. Where do Conflicts Come From? • Communication differences • Encompass those differences arising from misunderstandings and different meanings attached to words • Structural differentiation • Based on where they are in the organization individuals differ over goals, decision alternatives, performance criteria, resource allocation

7. Where do Conflicts Come From? • Personal differences • Value systems • Personality characteristics • Family ties vs. material possessions • Job performance vs. seniority • Background, education, experience, and training mold each individual uniquely • Some personalities just don’t mix

8. Managing Conflict – 5 Methods • Avoidance • Accommodation • Forcing • Compromise • Collaboration Lose -lose Win - lose Win - lose Lose - lose Win-win

9. Basic Techniques for Resolving Conflict Accommodation Collaboration High Compromise Concern for others Avoidance Forcing Low High Concern for Self

10. Avoidance • Ignore it, withdraw from the conflict • Is the best course of action when the conflict is trivial • Is the best course of action when the potential disruption outweighs intervention • Lose-lose situation

11. Accommodation • In order to maintain harmonious relations, you place another’s needs above your own • You accommodate when it is not all that important to you • You accommodate when you are “Building markers” for a later issue • Win-lose situation

12. Forcing • You use your formal authority to resolve the dispute • This method is used when you need a quick resolution • Works well when unpopular actions must be taken on important issues • Works well when commitment by others is not critical • Win – lose situation

13. Compromise • Requires each party to give up something of value • Typical in labor contract negotiations • Common in dealing with interpersonal situations • Works best when there is parity in personal power, when it is desirable to achieve a temporary solution to a complex issue, or when time is critical • Lose-lose situation

14. Collaboration • The ultimate win-win solution to conflict • Is a problem-solving approach to conflict • Each party/side reevaluates their position on issues, work together to form a joint view or solution • Works well when time pressures are minimal and the issue is too important to compromise

15. Issues Affecting the Selection of a Conflict Resolution Style • Importance of the conflict • Concern over maintaining long-term interpersonal relationships • Speed with which you need to resolve the conflict • Source of the conflict • Communication, personal differences, structural

16. Choosing the Appropriate Resolution Technique What’s my preferred conflict-handling Style? Avoidance Accommodation Forcing Compromise Collaboration What are my goals? How important is the conflict? Is sustaining supportive relationships important? Is a speedy resolution important? What’s the source of the conflict? Communication differences Structural differences Personal differences