CONFLICT MANAGEMENT

Reported by: Don P. Calpatura Fred Emerson S. Dela Pena Edgar E. Arbozo

Reported to: Human Behaviour in Organizations Dr. Gloria Sarabia University of Rizal System Antipolo Institute of Graduate Studies

NATURE OF CONFLICT

In many organizations, conflicts within and between groups are common. A conflict is defined as a perceived difference between 2 or more parties that results in mutual opposition. Conflict is often considered as a negative factor. However, it can have constructive, as well as destructive consequences.

When tensions are so high that people do not cooperate and are not productive, conflict should be reduced so that they can work together to accomplish their objectives. Modern managers do not necessarily try to eliminate conflict: rather they manage it so it contributes to the individuals and organisations productivity. Conflict in organisations can exist between individuals, groups, units, departments or organisational levels.

CONFLICT MANAGEMENT
Conflict management as the limitation, mitigation and/or containment of a conflict without necessarily solving it. -Fred Tanner--Added to the definition of Tanner and argue that Conflict Management should imply a change, from destructive to constructive, in the mode of interaction. -Peter Wallensteen and Niklas Swanstrm--Conflict Management refers to eliminating violent and violence-related actions and leaving the conflict to be dealt with on the political level. -William I. Zartman-

Conflict management is the process of planning to avoid conflict where possible and organizing to resolve conflict where it does happen, as rapidly and smoothly as possible.

THINGS TO KNOW ABOUT "CONFLICT" AND "CONFLICT MANAGEMENT

THE DIFFERENCES BETWEEN "COMPETITION" AND "CONFLICT"

"Competition" usually brings out the best in people, as they strive to be top in their field, whether in sport, community affairs, politics or work. In fact, fair and friendly competition often leads to new sporting achievements, scientific inventions or outstanding effort in solving a community problem.

When competition becomes unfriendly or bitter, though, conflict can begin - and this can bring out the worst in people.

COMMON CAUSES OF CONFLICT

Scarce Resources

Resources includes money, information, supplies in their desire to achieve goals, individuals may wish to increase their resources, which throws them into conflict.

Unclear Responsibilities

Conflicts engage when job boundaries and responsibilities are not clearly defined. When duties are clearly specified. People know where they stand. When they are unclear, people may disagree about who has responsibility for specific task or who has a claim on resources.

Communication Breakdown

Poor communication results in misperception and misinterpretation. In some cases, information may be intentionally withheld, which can which can jeopardise trust among employees and lead to lasting conflict.

Personality Cashes

This happens when people simply do not get together or dont see eye to eye. Such differences could be due to differences in characteristics, values and beliefs.

Status Differences.

Power and status differences occur when one party has disputable influence over another. People may engage on conflict to increase their power and influence.

Goal Differences

Conflict occurs because people are pursuing conflicting goals. Individual sales peoples target may put them in conflict with one another or with the sales manager. Moreover, the sales department may have goals that conflict with manufacturing or finance

CONFLICT BETWEEN INDIVIDUAL

People have differing styles of communication, ambitions, political or religious views and different cultural backgrounds. In our diverse society, the possibility of these differences leading to conflict between individuals is always there, and we must be alert to preventing and resolving situations where conflict arises

CONFLICT BETWEEN GROUPS OF PEOPLE

Whenever people form groups, they tend to emphasize the things that make their group "better than" or "different from" other groups. This happens in the fields of sport, culture, religion and the workplace and can sometimes change from healthy competition to destructive conflict.

CONFLICT WITHIN A GROUP OF PEOPLE

Even within one organization or team, conflict can arise from the individual differences or ambitions mentioned earlier; or from rivalry between sub-groups or factions. All leaders and members of the organization need to be alert to group dynamics that can spill over into conflict.

IDENTIFYING SIGNS AND STAGES OF CONFLICT

:"DISPUTES OF RIGHT" AND "DISPUTES OF INTEREST"

Disputes of right", where people or groups are entitled by law, by contract, by previous agreement or by established practice to certain rights. Disputes of right will focus on conflict issues such as employment contracts, legally enforceable matters or unilateral changes in accepted or customary practices. A dispute of rights is, therefore, usually settled by legal decision or arbitration and not by negotiation.

"Disputes of interest", where the conflict may be a matter of opinion, such as where a person or group is entitled to some resources or privileges (such as access to property, better working conditions, etc). Because there is no established law or right, a dispute of interest will usually be solved through collective bargaining or negotiation.

STAGES OF CONFLICT
1.

2.

Where potential for conflict exists - in other words where people recognize that lack of resources, diversity of language or culture may possible result in conflict if people are not sensitive to the diversity. Latent conflict where a competitive situation could easily spill over into conflict - e.g. at a political rally or in the workplace where there are obvious differences between groups of people.

3.

4.

Open conflict - which can be triggered by an incident and suddenly become real conflict. Aftermath conflict - the situation where a particular problem may have been resolved but the potential for conflict still exists. In fact the potential may be even greater than before, if one person or group perceives itself as being involved in a win-loose situation.

MANAGING CONFLICT

The challenge for managers is to manage conflict in such a way that it contributes to the organization

CONFLICT BETWEEN INDIVIDUALS

1. Competing Style This reflects a persons assertiveness to get his/her own way and should be used when quick, decisive action is required. This may be the case when making important or unpopular decision such as during emergencies. 2. Avoiding Style This reflect neither assertiveness nor cooperativeness. This is appropriate when issues debated are trivial, when there is no chance of winning or when a disruption may be very costly.

3.

Compromising Style This style reflects a moderate amount of assertiveness and cooperativeness. It is appropriate when the goals on both sides are equally important, when opponents have equal power 4. Accommodating Style This shows willingness of individuals to cooperate and can be used when both parties realise they are wrong or when maintaining harmony is important.

5. Collaborating Style This enables both parties to win, although it requires substantial bargaining and negotiation.

TECHNIQUES OF RESOLVING CONFLICTS

1.Bargaining/ Negotiation Both parties engage one another in an attempt to systematically reach a solution. They attempt logical problem solving to identify and correct conflict. 2. Mediation Using a third party to settle a dispute is called a mediation. The mediator may be a supervisor or manager. Mediator can discuss the conflict with each party and work toward a solution.

3. Well-defined tasks Managers can reduce conflict by clearly identifying responsibilities and duties.

4. Facilitating communication

Managers can provide opportunities for parties to communicate more effectively. As they learn about each other, suspicions diminish and improved teamwork become possible.

THE DIFFERENCE BETWEEN NEGOTIATION, MEDIATION, AND ARBITRATION

Negotiation: this is the process where mandated representatives of groups in a conflict situation meet together in order to resolve their differences and to reach agreement. It is a deliberate process, conducted by representatives of groups, designed to reconcile differences and to reach agreements by consensus. The outcome is often dependent on the power relationship between the groups.

Mediation: when negotiations fail or get stuck, parties often call in and independent mediator. This person or group will try to facilitate settlement of the conflict. The mediator plays an active part in the process, advises both or all groups, acts as intermediary and suggests possible solutions.

Arbitration: means the appointment of an independent person to act as an adjudicator (or judge) in a dispute, to decide on the terms of a settlement. Both parties in a conflict have to agree about who the arbitrator should be, and that the decision of the arbitrator will be binding on them all. Arbitration differs from mediation and negotiation in that it does not promote the continuation of collective bargaining: the arbitrator listens to and investigates the demands and counter-demands and takes over the role of decision-maker.

HOW TO BE AN EFFECTIVE MEDIATOR

Preferably a proven record of success in mediation or negotiation The ability to gain the trust, acceptance and cooperation of conflicting parties Clear thinking in identifying the real problems and offering practical solutions Knowledgeable about the organizational structures, strategies and attitudes of the conflicting parties; as well as any relevant laws or agreements Tactful and diplomatic with the necessary powers of persuasion and strong character to nudge the participants progressively towards an agreement.

HOW TO RUN A MEDIATION PROCESS

Stage 1: Introduction and establishment of credibility During the first stage, the mediator plays a passive role. The main task is to gain the trust and acceptance of the conflicting parties, so that they begin to believe that he/she will be capable of assisting them fairly as a person on whom they can rely at all times.

Stage 2: Steering the negotiation process In the second stage, the mediator intervenes more actively in steering the negotiations. He/she may offer advice to the parties, attempt to establish the actual resistance point of each party and to discover areas in which compromises could be reached.

Stage 3: Movement towards a final settlement An experienced mediator will know when to use diplomacy and when to exert pressure towards final settlement of the dispute. Timing and sensitivity to personalities and strategic positions is important to maintain credibility and avoid rejection by one or more parties in the process.

MEDIATION GUIDELINE: CODE OF CONDUCT FOR PARTICIPANTS

Trust and respect for chairperson (i.e. the mediator) and the mediating team (if more that one person) Should there be translation and who should do it? Is the venue secure and neutral? Do the chairs and tables have to be re-arranged? Size and leadership of delegations. Should observers be allowed? Agreeing to behave in a polite and disciplined way. No blaming, verbal abuse or shouting. No physical intimidation (e.g. pointing) and violence. No presence and carrying of weapons.

Should smoking, drinking and eating be allowed? No other distracting behavior, e.g. caucusing while the other side is speaking. How long should sessions be? Equal time for each side to speak and who should speak first. Opportunity to caucus and consult when necessary. How should the mediation be minuted? What parts of the discussion should be confidential? How should the agreement be reported back to members? Should the outcome of the mediation be publicized and how?

INTRODUCTION TO CHANGE

We live in a dynamic and exciting world where change is always taking place and affects both individuals and organisations. As individuals, we regularly experience change in our everyday lives. In recent years, lives have been changed by the introduction of information technology and by other innovations. In order to survive and prosper in a competitive world, organisations have to change too. Organisational change is defined as the adoption of a new idea or behavior by an organisation.

FORCES FOR CHANGE

External Forces

Take place in all sectors, including consumers, competitors, economic, political and social and technological environments. These arises from internal activities and decisions. If managers select a goal of rapid growth, internal actions will have to be taken to accomplish this objectives. New department and technology may need to be introduced. Demands by employees, union and other may mean changes.

Internal Forces

RESISTANCE TO CHANGE

Self Interest

Employees will resist change if they feel that he change will take away something of value to them. A proposed change in structure job design or technology may lead to a perceived loss of power and prestige.
Employees often do not understand the purpose or need for the change or distrust the intentions behind it. if previous changes have been made and have been negative, then resistance will arise in future.

Lack of Understanding

Uncertainty

Employees may not have adequate information about future events. It represents a fear of the unknown. They do not know how the change will affect them. Employees may fear that they will not be able to cope or keep up with the demands of a new procedure or technology.
Managers in each department pursue different objectives ad change may affect whether they can meet their objective.

Different Goals and Objectives

IMPLEMENTING CHANGE

Managers should ignore all resistance in change but diagnose the reasons and design strategies to gain their acceptance

OVERCOMING RESISTANCE TO CHANGE

1. Communication and Education This is used when solid information is available that the proposed changes will benefit the users and firm. It is especially useful when change involves new technical knowledge. Education helps workers to see the benefits and accept them more easily. 2. Participation and Involvement This tactic involves the users fro the start of the change process. It is time consuming but it pays off because the users understand what is happening and became committed to change. It allows employees to offer their personal ideas to make it successful and consequently improving the outcome.

Negotiation and Agreement

Coercion

This uses formal bargaining to win acceptance and approval from the employees for the changes. This tactic is especially necessary when dealing with trade unions. The change becomes part of the new contract.

This means managers use formal power and authority o force employees to change. Employees are told to accept the changes or lose certain benefits pr even their jobs. This is used as a last resort in cases where a crisis may exist.

TYPES OF CHANGES

Technology Changes

Such changes are related to the firms manufacturing activities. They are designed to make the production process more efficient. Such changes should be made by inviting suggestions from the workers involved in such activities. Employees at lower levels understand the technical aspects better and can contribute to the change successfully.
This involves a change in the companys products or services. These changes usually are in response to costumers demands or competitors new products. Marketing, production and research departments have to work together in developing new product ideas.

Product Changes

Structural Changes

Such Changes involve the hierarchy of authority, goals, administrative procedures. For example, the implementation of no-smoking policy it the firm can be considered a structural or administrative change.
A culture or people change refers to a change in employees values, attitudes, beliefs and behavior. These changes pertains to how people think. It could involve just a few people or the entire organisation. For example, a change in leadership style from autocratic to democratic is cultural change.

Cultural/People Changes

THANK YOU!