10-1 Copyright © 2005 Prentice-Hall Chapter 10 Managing Conflict Management: A Skills Approach, 2/e by Phillip L. Hunsaker Copyright © 2005 Prentice-Hall

10-1

Copyright © 2005 Prentice-Hall

Chapter 10Chapter 10Managing ConflictManaging Conflict

Management: A Skills Approach, 2/eManagement: A Skills Approach, 2/eby Phillip L. Hunsakerby Phillip L. Hunsaker


10-2


Learning ObjectivesLearning Objectives• Assess Sources of a Conflict

• Awareness of Your Conflict Style

• Empathize with Positions of Others

• Deal with Emotions

• Negotiate Conflict Resolution

• Stimulate Appropriate Conflict

• Implement Conflict Management Procedures

10-3


• Why is the constructive management and resolution of conflict so important for organizational effectiveness?

10-4


What is Conflict?What is Conflict?

• A disagreement between two or more parties who perceive they have incompatible concerns

10-5


If not managed properly, conflict can lead to:

• Hostility

• Lack of cooperation

• Violence

• Destroyed relationships

• Company failure

10-6


When managed effectively, conflict can stimulate:

• Creativity

• Innovation

• Change

10-7


What Are the What Are the Main Sources of Conflict?Main Sources of Conflict?

• Communication Problems

• Structural Design

• Personal Differences

10-8


Structural Design of Typical Functional Structural Design of Typical Functional Organization ChartOrganization Chart

10-9


When Engaging in ConflictWhen Engaging in Conflict

• Assess the Nature of the Conflict

• Judiciously Select the Conflicts You Try to Manage

10-10


Empathize with the Other Empathize with the Other Conflict PartiesConflict Parties

• What is important to them?• Who has power?• What is at stake?• What is their time frame?• Where do they draw their personal and

organizational bottom line?

10-11


Deal with the Emotional Aspects of Deal with the Emotional Aspects of Conflict Before Addressing IssuesConflict Before Addressing Issues

1. Treat the Other Person with Respect

2. Listen and Restate to the Other’s Satisfaction

3. Briefly State Your Views, Needs, and Feelings

10-12


Plan Your Strategy and Plan Your Strategy and ApproachApproach

• Determine Your Objectives

• Implement the Optimal Long-term Strategy for All Involved

• Option of Last Resort

10-13


The Basic Styles of Handling The Basic Styles of Handling ConflictsConflicts

• Avoidance• Accommodation• Competing• Compromise• Collaboration

10-14


Conflict Styles depend on the degree of Conflict Styles depend on the degree of personal versus other concernpersonal versus other concern

10-15


When to Use the Different When to Use the Different Conflict Management StylesConflict Management Styles

ConflictManagement Style When to Use When Not to Use

Collaborating

Accommodating

Competing

When issues are complex and require input and information from othersWhen commitment is neededWhen dealing with strategic issuesWhen long-term solutions are needed

When the issues are unimportant to youWhen your knowledge is limitedWhen there is long-term give and takeWhen you have no power

When there is no timeWhen issues are trivialWhen any solution is unpopularWhen others lack expertiseWhen issues are important to you

When there is no timeWhen others are not interested or do not have the skillsWhen conflict occurs because of different value systems

When others are unethical or wrongWhen you are certain you are correct

When issues are complex and require input and information from othersWhen working with powerful and competent othersWhen long-term solutions and commitment are needed

10-16


NegotiationNegotiation

• Also called bargaining

• Two or more parties exchange goods and services and attempt to agree upon the exchange rate for them.

10-17


Bargaining StrategiesBargaining Strategies

• Distributive Bargaining

• Integrative Bargaining

10-18


Staking Out the Bargaining ZoneStaking Out the Bargaining Zone

10-19


Guidelines for Guidelines for Effective NegotiatingEffective Negotiating

1. Consider the Other Party’s Situation

2. Have a Concrete Strategy

3. Begin with a Positive Overture

4. Address Problems, Not Personalities

5. Maintain a Rational, Goal-oriented Frame of Mind

10-20


Guidelines for Guidelines for Effective NegotiatingEffective Negotiating

6. Insist on Using Objective Criteria

7. Pay Little Attention to Initial Offers

8. Emphasize Win-Win Solutions

9. Create an Open and Trusting Climate

10. Be Open to Accepting Third-Party Assistance

10-21


National Styles of PersuasionNational Styles of Persuasion

Primary Negotiating Style and Process

Conflict: Counterparts’ Arguments Countered With . . .

Making Concessions

Response to Counterparts’ Concessions

North AmericansFactual: Appeals made to logic

Objective facts

Small concessions made early to establish a relationship

Usually reciprocate counterparts

Arabs

Affective: Appeals made to emotions

Subjective feelings

Concessions made throughout as a part of the bargaining process

Almost always reciprocate counterparts

Russians

Axiomatic: Appeals made to ideals

Asserted ideals

Few if any concessions made

Counterparts concessions viewed as weakness and almost never reciprocated

10-22


Stimulating Productive ConflictStimulating Productive Conflict

1. Communicate That Conflict Has a Legitimate Place in the Organization

2. Send Ambiguous Messages about Potentially Threatening Developments

3. Bring in Outsiders

4. Restructure the Organization

5. Appoint a “Devil’s Advocate”

10-23


Ways to Manage Conflict Ways to Manage Conflict Between Groups and DepartmentsBetween Groups and Departments

• Establishing Superordinate Goals• Increasing Communication• Problem Solving• Negotiating• Expansion of Resources• Third-Party Judgment• Changes in Organizational Structure• Smoothing• Avoidance

Documents

10-1 Copyright © 2005 Prentice-Hall Chapter 10 Managing Conflict Management: A Skills Approach, 2/e by Phillip L. Hunsaker Copyright © 2005 Prentice-Hall