CHAPTER

7
Conflict Management

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Sources of Conflict Desirability of Conflict Types of Conflict Undesirability of Conflict Game Theory Toward Conflict Management

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Conflict is an --expressed struggle --between at least two interdependent parties --who perceive incompatible goals, scare resources, and --interference from others in achieving their goals (Wilmot and Hocker, 1998) Conflicts exist whenever incompatible activities occur.

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Conflicts may originate from a number of different sources, including: Differences in information, beliefs, values, interests, or desires. A scarcity of some resource. Rivalries in which one person or group competes with another.

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Conflict can be desirable. Conflict helps eliminate or reduce the likelihood of groupthink. A moderate level of conflict across tasks within a group resulted in increased group performance while conflict among personalities resulted in lower group performance (Peterson and Behfar, 2003)

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Conflict of ideas

Dooley and Fryxell (1999) found that conflict of ideas at the early stage of decision making (idea formulation) was desirable. However, it can cause problems at a later stage when the ideas have to be implemented.

Conflict of feelings are often called personality conflict

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Opposition and Support

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Conflicts can be hard to control once they have begun.

The trend is toward escalation and polarization. When conflict escalates to the point of being out of control, it almost always yields negative results.

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Game theory puts people into the mixedmotive situation.

Covey (1990) in The Seven Habits of Highly Successful People refers to the scarcity mentality versus the abundance mentality.
The scarcity mentality leads us to resent the success of

others. The abundance mentality allows us to think of situations in which everybody can win.

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Conflict management is defined as the opportunity to improve situations and strengthen relationships (BCS, 2004). proactive conflict management collaborative conflict management

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Blake and Moutons Conflict Grid

Source: Reproduced by permission from Robert R. Blake and Jane Syngley Mouton. The Fifth Achievement. Journal of Applied Behavioral Science 6(4), 1970..

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Blake and Mouton (1970) proposed a grid that shows various conflict approaches.

The 1,1 style is the hands-off approach, also called avoidance. The 1,9 position, also called accommodation, is excessively person-oriented.

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The 5,5 position represents a willingness to compromise. The 9,1 is the bullheaded approach, also called competing. The optimum style for reducing conflict is the 9,9 approach, also called collaboration.

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Borisoff and Victor (1998) argue that the best strategy for conflict management (negotiation) depends on the desired outcome.

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Unilateral negotiation strategies include:

The trusting collaboration strategy.
The

open subordination strategy. The firm competition strategy. The active avoidance strategy.

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Interactive negotiation strategies

Trusting collaboration
Principled negotiation Firm competition Soft competition Open subordination Focused subordination Active avoidance

Passive avoidance
Responsive avoidance

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Fisher, Ury, and Patton (1991) outline four principles that compose principled negotiation.

Separate the people from the problem. Focus on interests, not positions. Invent options for mutual gain. Seek objective criteria.

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The Continuum of Decision-Making Behavior has been described as including four styles of decision making: Tells Sells Consults Joins

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Diane Yale (1988) outlines three metaphorical approaches to conflict: The competitive, adversarial metaphor

The problem-solving metaphor

Often results in a winner and loser in the resolution process. If [conflict] is focused on problem-solving, everything that comes at you is seen as a problem or a solution.

The creative orientation metaphor Brings an innovative quality to group conflict resolution.

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Walker and Harris (1995) offer the following practical tips for implementing the 9,9 style. Encouraging behavior occurs when a team member:
1. Avoids feelings or perceptions that imply the other person is wrong or needs to change. 2. Communicates a desire to work together to explore a problem or seek a solution. 3. Exhibits behavior that is spontaneous and destruction-free.

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4. Identifies with another team members problems, shares feelings, and accepts the team members reaction. 5. Treats other team members with respect and trust. 6. Investigates issues rather than taking sides on them.

The same principles can be applied to negotiating with others outside your team, or with a supplier or customer.

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A Continuum of Decision-Making Behavior

Source: From Stewart L. Tubbs. Empowerment (Ann Arbor, Mich.: U-Train, Inc., 1993), pp 5-9. Adapted from R. Tannenbaum and H.W. Schmidt. How to Choose a Leadership Pattern, Harvard Business Review March-April, 1958.

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Individuals should understand their own personal triggers to better deal with conflict situations in the workplace (Robin, 2004)

Group members should think about other group members early on to identify privately those individuals and behaviors that may push their buttons.

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Conflict may have some desirable consequences. Out of control conflict may be destructive. Conflict-producing behaviors are more likely from those high in aggression, dominance, and the need for autonomy. An important factor related to conflict is the style of leadership and the resulting group norms regarding conflict.