Using Conflict Management to Resolve Workplace Issues

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Using Conflict Management to Resolve Workplace
Issues

• Carolyn M. Burrell

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What is Conflict?
Websters Definition Competitive or opposing
action of incompatibles antagonistic state or
action (such as divergent ideas, interests, or
persons).

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What is Conflict?
Workplace Definition A situation in which each
party seeks a position (end result) perceived to
be incompatible with the wishes of the other or
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What is Conflict, cont.
each party seeks to achieve an agreed upon goal
using a means that is perceived to be
incompatible with the wishes of the other party.
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Sources of Conflict

• Data
• Lack of information
• Misinformation
• Differing views of what information is relevant
• Differing views about how data is collected

• Strategies
• Provide information
• Agree on what information is relevant
• Reach agreement on how to collect the data

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Sources of Conflict

• Interests/Goals
• Goals, needs of parties to the dispute
• Perceived or actual differences in hoped for
  outcomes
• Psychological interests what has to be
  addressed for resolution

• Strategies
• Focus on interests, not positions
• Expand options

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Sources of Conflict

• Structural
• Unequal Control ownership or distribution of
  resources
• Unequal power or authority (peers or supervisors)
• Roles and responsibilities
• Time Constraints

• Strategies
• Reallocate ownership and control of resources
• Establish fair, mutually acceptable
  decision-making process
• Clearly define, change roles

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Sources of Conflict

• Value Conflicts
• Different criteria for evaluating ideas
• Different lifestyles, ideology and religion
• Beliefs that tell people right from wrong

• Strategies
• Allow parties to agree and disagree
• Build common loyalty
• Bridge values
• Turn positions into interests

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Sources of Conflict

• Relationship
• Strong emotional reactions to each other
• Misconceptions or stereotypes about other party
• Poor communications/ miscommunications
• Distrust
• History of conflict

• Strategies
• Clarify perceptions
• Improve communications-learn from the past
• Keep your word
• Learn from the past

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Sources of Workplace Conflict

• EEO Issues (race, national origin, age, religion,
  sex, color, disability)
• Labor Relations
• Performance and behavior issues, poorly-managed
  expectations
• Application of personnel policies
• Interpersonal problems (employee/employee,
  supervisor/supervisor)
• Sexual Harassment
• Change downsizing, consolidation, turmoil,
  distrust, tension

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Interest Based vs. Positional Negotiations
Reach Resolution Position is
to Meet Needs Articulated First

• Win-win
• Information flow is
• Open
• Shared
• Honest
• Active listening
• Look for ways to cooperate
• Polite
• Trust

• Win/lose
• Information withheld/secrecy valued
• Indirect communications
• Cannot be negotiated
• More adversarial
• One way communication
• Point fingers/blaming
• Person thinking about what theyre going to say
  next while other person talking
• Defensive posture/distrust

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Conflict Styles and Strategies

• Styles
• Avoiding Conflict, what conflict?
• Accommodating Whatever you say is okay with
  me.

• Strategies Used
• Denial
• Ignoring
• Withdrawing
• Agreeing
• Appeasing
• Flattering

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Conflict Styles and Strategies

• Styles
• Competing My way or the highway.
• Collaborating
• How can we solve the problem?

• Strategies Used
• Control
• Outwit
• Coerce
• Fight
• Gather information
• Look for alternatives
• Discussion and disagreement is okay.

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Conflict Styles and Strategies

• Style
• Compromising Lets split the difference.

• Strategies Used
• Bargaining
• Reducing expectations
• Provide a little for everyone

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AvoidingConflict, what conflict?

• When Appropriate
• When issue is trivial
• You are powerless or have little power, but want
  to block the other person
• Short time and a decision is not necessary
• Relationship is insignificant

• When Inappropriate
• You care about the issue
• Negative feelings may linger (you care about the
  relationship).

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AccommodatingWhatever You Say is Okay With Me.

• When Appropriate
• When the issue is not important to you.
• You realize you are wrong.
• You want to respond to the desires of another.

• When Inappropriate
• When you are likely to resent the outcome later.
• When used to gain acceptance.

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CompetingMy Way or the Highway.

• When Appropriate
• An emergency is looming.
• The issue is trivial and others dont care what
  happens.
• Youre certain youre right.

• When Inappropriate
• When it is important to get cooperation from
  others.
• When the self respect of others is diminished.
• When used to an excess.

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CollaboratingHow Can We Solve the Problem?

• When Appropriate
• When both the issue and the relationship are
  significant.
• When there is a reasonable expectation of
  addressing all concerns.

• When Inappropriate
• Time is short.
• The issues are not important.
• If either person is not negotiating in good
  faith.

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CompromisingLets Split the Difference.

• When Appropriate
• When finding some solution is better than a
  stalemate.
• When cooperation is important but time and/or
  resources are limited.

• When Inappropriate
• When you cannot live with the consequences.
• Finding the most creative solution is essential.

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When is a Conflict Over?

• Cessation vs. Resolution of the Conflict

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Cessation of a Conflict Occurs When

• A party is at a disadvantage and decides to
  withdraw, expecting to resume the conflict when
  conditions are more favorable.
• One party is overwhelmed by the others power and
  either gives in temporarily or withdraws from the
  dispute.
• One party passively accepts whatever terms the
  party demands, but has not expectations of
  complying with them.

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Resolution of a Conflict Occurs When

• The physical well-being of each party is
  maintained during negotiations and in the
  resolution reached
• Feelings of self-worth of each party are
  maintained during the negotiation process and in
  the resolution reached.
• Each person respects or tolerates the other party
  as a person while understanding that this does
  not imply approval of that partys morals or
  values.
• All relevant facts and available and technical
  information are considered and used by the
  persons in reaching the resolution.
• The resolution reached was chosen by each party
  even though other options were available.

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Never Expect Anyone To Engage In A Behavior That
Serves Your Values Unless You Give That Person
Adequate Reason To Do So.