Lecture 8 - Conflict and Resolution

Why should HR get involved in conflict resolution?

To reduce lost productivity and act as a mediator

How much of of difficulties in organizations stem from strained relationships between employees according to Poole and Stutman 2018?

60-80%

How much of their time do managers spend addressing workplace conflicts according to Poole and Stutman 2018?

18-20%

Functional conflict

Conflict that supports the goals of the group and improves its performance

Dysfunctional conflict

conflict that hinders group performance

Problems in communication during conflict

Emotions, framing, pattern, blaming

Task conflict

Conflict over content and conflicting work goals / difference in opinion

Relationship conflict

Conflict based on interpersonal relationships → most dysfunctional

Process Conflict

Conflict over how work gets done

Thomas-Kilmann Conflict Model

There are 5 conflict styles: avoiding, competing, compromising, cooperating, and accomodating

Accomodating or Smoothing

Playing down the conflict and seeking harmony among parties → Low degree of assertiveness, High degree of cooperativeness

Collaborating or Problem Solving

Searching for a solution that meets each others’ needs → High degree of cooperativeness, Low degree of assertiveness

Avoiding or Withdrawal

Denying the existence of conflict and hiding one’s true feelings → Low degree of cooperativeness, low degree of assertiveness

Competing or Authoritative Command

Forcing a solution to impose one’s will on the other party → Low degree of cooperativeness, high degree of assertiveness

Competing

Assertive and Uncooperative, selfish

Avoiding

Uncooperative and Unassertive

Compromising

Best option

Collaborating

Assertive and cooperative, member participation

Accomodating

Unassertive and cooperative, selfless

Dual Concern Theory

Developed by Dean Pruitt and Steven Lewis, suggest that individuals in conflict situations have 2 primary concerns: their own outcomes and the other party’s outcomes

Five conflict-handling strategies identified by the theory

Forcing, Problem solving, Avoiding, Yielding, Compromising

Forcing

Imposing one’s will on the other party (making threats or persuasive arguments)

Problem solving

Trying to reach an agreement that satisfies both one’s own and the other party’s aspirations as much as possible

Avoiding

Ignoring or minimizing the importance of the issues creating the conflict

Yielding

Accepting and incorporating the will of the other party (making unconditional promises)

Compromising

Balancing concern for oneself with concern for the other party in order to reach a solution

Framing Problems or Issues

How we state our problems, issues, or positions. Process of defining and understanding a problem before attempting to solve it

3 Types of Conflict Models

Harmony, regulative, confrontational

Harmony Model

Emphasis on maintaining smooth relationships and tendency to prevent or avoid open expression of conflict. Lack of self assertion and low competition. Avoidance and accomodation

Harmony model countries

Asian, Middle Eastern, and Latin America

Confrontational model

Emphasizes aggressive pursuit of individual goals. Less emphasis on relations or group preservation. Emotions expressed openly. English speaking countries

Regulative model

Emphasizes setting conflict through application of principles. Reliance on codes, rules and laws to address differences. Emotions are underplayed and less relevant, very professional. Eastern Europe and Iberic countries

Negotiation

A process in which two or more parties exchange goods or services and try to agree on the exchange rate for them

3 factors within negotation

Issues, positions, interests

What are issues within negotation

Items that are specifically placed on the bargaining table for discussion

Positions within negotation

Individual’s stance on the issue

Interest within negotiation

Underlying concerns that are affected by the negotiation resolution

What percent of the US tried to secure higher pay in their last job offer?

30%

Mediators

A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives

The Circle of Conflict

Conflict resolution model by Christopher Moore and is a tool used to understand and address the root causes of conflict

Upper Circle of Circle of Conflict

Values, Relationships, Externals/moods

Lower half of circle

Data, Interests, Structure

Arbitrator

a third party to a negotiation who has the authority to dictate an agreement

Proposed solution

Suggested answer or remedy to a problem or challenge