Conflict Management Study Notes
7 | Conflict is Inevitable but Manageable
Introduction to Conflict in Organizations
Conflict is characterized as a normal part of life in organizations.
Organizations present multiple options for managing and resolving conflict.
7.1 | Conflicts Arise Both Within and Among Teams
Definition of Conflict
Conflict is defined as a process where one party perceives that its interests are opposed or negatively affected by another party.
Sources of Conflict
Conflict can occur between individuals on the same team or among different teams.
Common misconceptions involve the idea that conflict should be avoided rather than managed.
Mary Parker Follett highlighted potential advantages of conflict, indicating it can foster creativity, especially when centered on ideas rather than personalities.
Destructive Conflicts
Destructive conflict can arise from:
The sheer volume and diversity of contacts.
Ambiguities in jurisdiction and responsibility.
Differences in goals.
Intergroup competition for limited resources.
Different perspectives from various organizational units.
Varying time horizons between entities focusing on short-term versus long-term objectives.
Formation of Subgroups
Subgroups often form along points of conflict, leading to potential tensions.
Diverse teams, both demographically and functionally, may initially face problems such as stress, lower cooperation, and reduced cohesiveness.
Outcomes of Diversity
Results indicate that over time, with effective communication, diverse groups can become more cooperative and perform better than homogeneous groups.
Norms of cooperation enhance performance; cross-functional teams promote greater external communication.
7.2 | Conflict Management Techniques
Goal of Conflict Management
The primary goal is to make conflict productive, allowing parties to feel they have gained from the experience.
Perceptions of Benefit
Benefits are perceived when:
Work relationships are strengthened.
Individuals believe they can work together productively in the future.
Conflict Management Styles
Individual styles vary significantly; they are influenced by personal styles and cultural norms.
For instance, Chinese culture generally emphasizes collective interests, which influences conflict resolution methods.
Styles can be broken down along two dimensions:
Assertiveness: The extent to which a person attempts to satisfy their own concerns.
Cooperation: The extent to which a person attempts to satisfy the other party's concerns.
Common Styles
Avoidance: Ignoring the issue either by not addressing it directly or minimizing the disagreement, leading to unresolved problems.
Accommodation: Cooperating with the other party without asserting one's own interests.
Compromise: Moderate attention to both parties, leading to solutions that may not fully satisfy either side.
Competing: A strong response focusing only on one's own wishes without regard for the other's.
Collaboration: Emphasizing cooperation and assertiveness to maximize satisfaction for both parties.
Practical Examples
Example of styles illustrated with an outing to the movies where each party has different preferences:
Competing: Insisting on one's preferred movie.
Accommodating: Agreeing to the friend's choice despite personal preference.
Compromising: Suggesting a movie neither is enthusiastic about.
Collaborating: Finding an alternative movie both find exciting.
When to Use Different Approaches
Competing can be necessary in situations involving cost-cutting or resource scarcity.
Compromise is useful under time constraints, for temporary solutions, or when collaboration fails.
Avoidance may be suitable for trivial matters, while collaboration is best for significant issues requiring commitment and creative solutions.
Techniques for Collaboration
Involves open communication, addressing concerns without personal attacks, and focusing on a collective goal.
Utilize superordinate goals to encourage alignment with larger organizational objectives, superseding personal interests.
Did You KNOW?
The U.S. Equal Employment Opportunity Commission’s mediation program resolves thousands of complaints each year, resulting in monetary benefits exceeding $100 million for complainants.
7.3 | Mediating Can Help Resolve a Conflict
Role of Mediators
Mediators are third parties assisting to settle conflicts between people.
Effective third-party intervention can enhance communication, problem-solving skills, and improve working relationships.
Common Conflict Types in HR
Human Resource Managers encounter various conflict types including:
Interpersonal issues (e.g., minor irritations to jealousy and fights).
Operational issues (related to work assignments and scheduling).
Discipline matters (ranging from infractions to serious offenses).
Inter-departmental conflicts (e.g., feuds among divisions).
Conflict Resolution Strategy
A four-stage strategy is typically followed by HR managers:
Investigation: Gathering information and perspectives while remaining neutral.
Resolution Decision: Collaborating on potential solutions without assigning early blame.
Action: Deciding on a resolution and guiding individuals to prevent future incidents.
Follow-Up: Ensuring understanding and monitoring outcomes.
Objectives of HR Managers
To be well-informed, active, objective, neutral, and flexible in conflict resolution.
7.4 | Conflict Isn’t Always Face-to-Face
Geographically Dispersed Teams
Such teams experience greater conflict and diminished trust.
The management of conflict is crucial for the success of virtual teams.
Findings from Recent Research
Avoidance negatively impacts performance.
Collaboration yields positive performance outcomes.
Compromise is detrimental as it often results in suboptimal solutions.
Competitive behavior can improve efficiency in time-sensitive situations.
Technical Conflicts
Difficulties in business-to-business interactions often lead to competitive rather than collaborative behaviors.
Management of technical problems requires proactive strategies to prevent and promptly address conflicts.