Copyright Eddy A. Sumar 2009
ER$ Consulting ServicesPresents
For
CMA Credit Management Association Members
On Conflict Resolution
August 11, 2009
Webinar
ByEddy A. Sumar, MBA, CCE, CICE
Agenda Defining conflict Reasons for conflict Handling conflict [conflict
management] Practical steps to conflict resolution Final thoughts Answer the question:
What is the Real focus of conflict resolution?
Defining Conflict
“Conflict means any difference between two or more persons growing out of some matter that one person
wants from another.”
Theodore Keel, 1999
“When we use the term conflict, we’re referring to perceived incompatible differences resulting in some
form of interference or opposition. Whether differences are real or not is irrelevant. If people in a group
perceive that differences exist, then a conflict state exists.”
Robbins & Coulter, 1999
“We define conflict as a disagreement through which the parties involved perceive a threat to their needs,
interests or concerns.”
www.ohrd.wisc.edu/onlinetraining/resolution/aboutwhatisit.htm
Reasons for Conflict
1. Pride & Prejudice2. Greed3. Imperfections4. Scarce resources (water, oil, food, land)5. Jurisdictional ambiguities,
Independence6. Personality clashes7. Power difference8. Status difference9. Goals, desires 10.Values, interests11.Beliefs, principles
Reasons for Conflict
12.Culture difference13.Needs difference [Maslow's Pyramid]14.Threats15.Fear16.Injustices17.Communication breakdown18.Lack of communication19.Perceptions 20.Emotions21.Attitude22.Honor23.Lack of action, etc….
Reasons for Conflict
1. Communication styles2. Personality differences3. Breach of contract4. Quality issues5. Terms & conditions6. Customer defaults 7. Misalignment of goals8. Lack of understanding9. Insecurities, fear10. Lack of leadership11. Roles12. Gap between company culture and individual
culture13. Loss of respect, etc.
Reasons for Conflict in a Business Setting
1. Psychological2. Physiological3. Political4. Socio-cultural5. Anthropological6. Philosophical7. Religious8. Physical9. Legal10.Internal/external11.Functional/operational12.Gender-based, etc…
Reasons for Conflict
Views about Conflict
Traditional View: conflict is bad and must be avoided
Human Relations View: conflict is natural and inevitable. It is not necessarily bad or negative. It could be a positive force
Interactionist View: Conflict is positive and some conflict is absolutely necessary for a group to perform effectively. (Some conflict could be destructive)
Realist’s View: Conflict is neither positive nor negative in and of itself. It is how we handle conflict that could prove negative or positive
The New View: Conflict can serve as opportunities for mutual growth…can bring out alternative ways of thinking and behaving…conflict is an outgrowth of diversity
Views About Conflict
Handling ConflictStyles
Five (5) Classical Styles
Daft
Daft
Avoidance: withdrawal or suppression of conflict. This is used when emotions are running high and time is needed to cool down.
Robbins & Coulter
Dr. Weeks
Daft
Dr. Weeks
Daft
Johnson, 1990
Daft
Robbins & Coulter
RedefiningConflict Resolution
IntroducingA New Approach
Source: Dr. Weeks, The Eight Essential Steps to Conflict Resolution
Our Aim : The Top Level of the PyramidOur Aim : The Top Level of the Pyramid
The Conflict Partnership Approach deals with the conflict in a way that opens up possibilities for improving the relationship as well as resolving the conflict at hand. It sees the specific conflict as just one part of the relationship. The goal is not to defeat the other party and seize a temporary advantage, but rather to develop a sustainable resolution of the conflict, made possible in part because an improvement in the relationship has been established. Conflict Partnership is a transformation.
Dr. Weeks
An IntegrativeFoursquare Approach
P-SAP
Integrative Approach to Conflict Resolution
Psychological perspectiveSociological perspectiveAnthropological perspectivePolitical perspective
Integrative Approach
Psychological Perspective
This perspective explains that a motivated person is ready to act. But how he or she actually acts is influenced by his or her perception of the situation. Further, when people act, they learn. And “through doing and learning, people acquire beliefs and attitudes” that influence their behavior (Kotler, 2000:171-74).
Based on Kotler (2000) Marketing Management pp.171-174
(2) Perception(4) Learning
(Consequences)
(5) Beliefsand
Attitudes
(3) Actions(1) Motivation
Integrative Approach
Psychological perspective
Integrative Approach
Sociological Perspective
This perspective highlights the application of the Thomas Theorem. It states: “If men define situations as real, they are real in their consequences” (Merton, 1968:475).
Perception could be
based
on wrong premise
Integrative Approach
Anthropological Perspective
Neuhauser (1988:4-5), in Tribal Warfare inOrganizations, writes:
“Anthropologically,…groups in organizations act very much like “real” tribes; they have their own dialects, values, histories, ways of thinking, and rules for appropriate behavior…Each tribe or culture has its own rules that govern its thinking and behavior and that these rules usually operate at a subconscious level.”
Based on Figure 15-1 Migrating (Neuhauser, 1988:200) adapted and Modified
Your point of view
(Goal)
Their point of view
(Topic) or feeling
Migrating
Understanding andmoving to the other point of view
seeking understanding for your point of view
Linking
when you bring others andmove them to your point of view
your Goal
[Migrate & Link]
Integrative Approach
Integrative Approach
Political Perspective
This perspective “views organizations as alive and screaming political arenas that host a complex web of individual and group interests.” It underscores the fact that coalitions within organizations have enduring differences due to different “values, beliefs, information, interests, and perceptions of reality” (Bolman and Deal, 1997:163).
Bargain & Negotiate
Applying the P-SAPto your conflict partner
Facilitators
Always keep the lines of communication open
1. Show cooperation….Seek collaboration
2. Offer alternatives, options, and solutions. Do not be part of the problem, be part of the solution
3. Define, measure, evaluate, assess, and readjust your response and behavior to adapt to your partner’s needs
4. Apologize
5. Invoke third parties or experts to get over impasses or obstacles
6. Never corner your partner
7. Allow your partner to save face
Applying the P-SAP
D: Don’t allow yourself to lose your cool E: Encourage your partner to vent his anger F: Find out the facts U: Understand his feelings S: Suggest a solution E: End on a positive note Communications
Briefings
Avoid the pitfalls
Applying the P-SAP--Facilitator
Learn to DEFUSE
Key Success Factor
Know the Matrix
Willing
Unable
Able
Unwilling
Willing
Unable
AbleCollaboratingCollaborating
Unwilling
Both Parties must be able and Willing to resolve it
CompromisCompromisee
AvoidingAvoidingAccommodatingAccommodating
CompetingCompeting
Willing
Unable
Able
CollaboratingCollaborating1.Long-term focus
2.Enhances relationships3.Maintains goodwill
4.Satisfies mutual needs5.Creative solutions
6.Win-win
Unwilling
Both Parties must be Able and Willing to resolve a conflict
CompromiseCompromise50/5050/50
Stuck in the Stuck in the middlemiddle
AvoidingAvoiding1.Loss of focus
2.Silent killer to the relationship3.Cancer
4.No solution5.Lost opportunity
6.Lose-lose
AccommodatingAccommodating1.Short-term focus
2.Placates the relationship3.Band-aid approach4.Temporary solution
5.Lost opportunity6.Lose-win
CompetingCompeting1.Short-term focus
2.Extremely myopic3.Destroys relationships
4.Victor-victim5.Lost opportunities
6.Win-lose
Practical Steps to Conflict Resolution
No fixed formula
No one-size-fits-all
1. Confront the Opposing Party [let the other party know of the conflict]
2. Define the Conflict Together 3. Communicate Personal Positions and Feelings4. Express Your Cooperative Intentions5. Understand the Conflict from the Other
Party's Viewpoint6. Be Motivated to Negotiate in Good Faith7. Reach an Agreement
Practical Steps to Resolve a Conflict Johnson 1990 (using the collaborative style)
1. Create an effective atmosphere2. Clarify perceptions3. Focus on individual and shared needs4. Build shared positive power5. Look to the future, then learn from the past6. Generate options7. Develop “doables” : The stepping-stones to
action8. Make mutual-benefits agreements
Practical Steps to Resolve a Conflict Dr. Weeks 1992 (eight essential steps to conflict resolution)
1. Foster a trusting relationship2. Discuss mutual and complimentary
interests3. Have an open exchange of what each party
wants4. Discuss alternatives and options5. Strive to reach a result that satisfies both
parties6. Exchange greetings
Practical Steps to Resolve a Conflict Doyle & Haydock 1991 (without the punches)
1. Adversarial relationships2. Attempt to persuade each other of the
correctness of their positions, instead of attempting to resolve the differences
3. Failure to define the issues4. Become stubborn and refuse to engage in
mutually beneficial compromises5. Strong personality clashes6. Engaging in one-way dialogue
Practical Steps to Resolve a Conflict Avoid the pitfalls [Why the failure?]
Final Thoughts
1. Listen, listen, listen to the conflict partner2. Keep the lines of communication open3. Seek options and alternatives4. Be courteous; show respect. Always honor and
respect your partner(s)5. Acknowledge their fears, feelings, emotions, and
needs6. Respect their point of view7. Do not fall into the I versus them atmosphere8. Do not lock yourself into rigid demands9. Understand the power of perception
Final Thoughts
10.Look into feelings, emotions and commonalities11.Focus on thoughts, needs & wants12.Ask questions13.Show interest in your partner14.Attack the issues not the person15.Do not stereotype16.Reach for positive power17.Seek doables18.Use differences for mutual growth19.Be honest and sincere20.Avoid ploys , games and manipulations
Final Thoughts
Wikipedia
Real Focus
What is the main objective of conflict resolution?What is the Real focus?
Conclusion: An ounce of prevention better than a pound of cure
Maintaining & Strengthening Relationships
C: Collaboration O: Options N: Needs F: Feelings L: Listening &learning I: Interests C: Concerns T: Thoughts
R: Relationship E: Empowerment S: Solutions O: Opportunities L: Long-term value &
focus U: Unlock creativity T: Trust & time I: Inviting, inspiring,
initiate O: Open-minded N: Nurture
“A focus on interests can resolve the problem underlying the dispute more effectively than a focus on rights or power.”
Ury, Brett, & Goldberg
Thank You!