High Performance Leadership

CONFLICT MANAGEMENT

CONFLICT MANAGEMENT
Definition of Conflict Conflict has been defined as tension arising from incompatible needs, in which the actions of one frustrate the ability of the other to achieve a goal. According to Wilmot and Hocker (1998), 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. Conflicts are experienced every day by both individuals and groups. Conflict is the perception and/or feeling by one party, individual, or group that the 'other' party is hindering the first party from achieving a goal.

CONFLICT MANAGEMENT
Three Views of Conflict Traditional view Assumed that conflict was bad and would always have a negative impact on an organization. Human relations view Argued that conflict was a natural and inevitable occurrence in all organizations; rationalized the existence of conflict and advocated its acceptance. Interactionist view Encourages mangers to maintain ongoing minimum level of conflict sufficient to keep organizational units viable, self-critical, and creative.

CONFLICT MANAGEMENT

Leaders and managers spend considerable time resolving conflicts and negotiating, Conflict occurs:

Personality clash Role conflict Between countries, communities, organizations, groups etc.

CONFLICT AND ORGANISATION PERFORMANCE

CONFLICT MANAGEMENT
Functional Conflict Functional Conflict or Constructive Conflict is regarded as Creative confrontation which promotes creativity and encourages interaction. It is a struggle between persons who are engaged in a dispute or controversy and who remain together, face to face, until acceptance, respect for differences, and love emerge; even though persons may be at odds with the issue, they are no longer at odds with each other. The critical factor is the willingness to explore and resolve the conflict mutually. If appropriately handled, conflict can provide an important opportunity for growth. Creative confrontation increases commitment and enhances productivity and thus the group is unified. Dysfunctional Conflict Dysfunctional Conflict or Destructive Conflict can be harmful or have negative consequences. Several identifiable elements may occur in dysfunctional conflict, such as the information is withheld, feelings are expressed too strongly, the conflict is obscured by a double message and feelings are denied or projected onto others. Such conflicts leads to maladaptive psychological behaviours such as defensiveness, anger, hostility, alienation and weakened relationships. Conflicts are not resolved, so issues build up, which further divides the group. Give rise to a climate of mistrust and suspicion. These conflicts are nonproductive conflicts that are characterized by feelings that are misperceived or stated too intensely. Destructive conflict lack commitment and thus lessens satisfaction.

CONFLICT MANAGEMENT
Why do conflict between people occur: Competition for scarce resources Different set of values Contrasting perception Lack of trust Personality clashes Faulty communication Attribution Threat of status

CONFLICT MANAGEMENT
Interpersonal Conflict Conflict between individuals due to differences in their goals or values is called Interpersonal Conflict. Intra-group Conflict Conflict within a group or team is called Intra-group conflict. Inter-group Conflict Conflict between two or more teams or groups is called Inter-group Conflict. Managers play a key role in resolution of this conflict. Inter-organizational Conflict Conflict that arises across organizations is called Inter-organizational Conflict. In all these conflicts, the same process is involved: one party wants to achieve a goal (the goal may be to get an idea accepted, to complete a task, to have a close relationship, to serve a cause, or to control resources) and the 'other' party is seen as hindering the first from achieving that goal.

STAGES IN CONFLICTS
Latent Conflict - in which disparities exist. Conflict Awareness - in which disparities are recognized. Frustration - in which feelings, such as anger erupt. Tension due to frustration tension arises.

Antagonism opposing behaviour.

Frequent Disagreement frequent disagreement occurs due to opposing behaviour.

Verbal Aggression in which feelings are acted out in observed behaviuors.

Physical Threat physical threat is expressed as a result of verbal aggression. Physical Aggression physical threat may lead to further physical aggression.

OUTCOMES IN CONFLICT

C O N S I D E R A T I O N

LOSE/WIN

WIN/WIN

LOSE/LOSE

WIN/LOSE

COURAGE

STRATEGIES FOR RESOLVING CONFLICT

Avoiding ( Lose-Lose) Smoothing ( Lose-Win) Forcing ( Win-Lose) Compromising ( middle of the road approach) Confronting ( Win-Win)

Wilson Method Of Conflict Management

Evaluate interpersonally Define interpersonally Identify shared goals

Generate possible resolutions Weigh the resolutions against the goals Select best solution Evaluate resolution

Positive effects of conflict Increased motivation Enhanced problem/solution identification Group cohesiveness Reality adjustment Increased knowledge/skill Enhanced creativity Contribution to goal attainment Incentive for growth

CONFLICT MANAGEMENT

Conflict is often needed. It :

Helps to raise and address problems. Energizes work to be on the most appropriate issues. Helps people "be real", for example, it motivates them to participate. Helps people learn how to recognize and benefit from their differences.

KEY MANAGERIAL ACTIONS TO MINIMIZE CONFLICTS

Job review Building rapport Quality Work Life Work-Life balance Personnel Development

JOHARI WINDOW-A TOOL TO MANAGE CONFLICT

Information known to every one What we know and what they know Knowledge belongs only to Others

Share

Feedback

What they know and we do not know

What we know and they do not know

Knowledge belongs only to Self

Knowledge acquired by learning together

What we do not know and they do not know

MOVING TOWARDS OPEN SELF

Type B

Type A

Dominant Potential Self

Dominant Private Self

Type C

Dominant Blind Spot

Dominant Public Self

Type D

ORGANIZATIONAL CONFLICTS

ORGANIZATIONAL CONFLICTS
1) Intra group conflict Dispute among some or all of a group members which often affect the groups performance Eg: Family Business

2) Inter group conflict

Inter-group conflict also called organizational conflict, refers to the conflict between groups departments or section in an organization. Conflict between groups is frequent and highly visible

ORGANIZATIONAL CONFLICTS
Reason for inter-group conflict

1) Task Inter dependence Pooled inter depedence- exist when 2 teams function with relative independence but their combined output contributes to the overall performance Sequential inter dependence- when one teams performance dependence on another teams prior performance
Reciprocal inter dependence- teams exchange outputs and hence are mutually inter dependent in accomplishing their tasks Comprehensive interdependence- requires highest level of interaction and coordination among teams

ORGANIZATIONAL CONFLICTS
Reason for inter-group conflict 2) 3) 4) 5) 6) Task Ambiguity Goal Incompatibility Competition for limited resources Competitive Reward Systems Line and Staff

CONFLICT RESOLUTION Strategies for resolving Intra Group ConflictCreating trust and respect eg. Family business. Common friend and colleague can intervene Strategies for resolving Inter-Group conflict Problem-solving Organisation redesign Super ordinate Goals ( Common goal) Expansion of resources Smoothen- Process of playing down the differences between individuals or groups and highlighting their common goals. This can only be stop gap

CONFLICT MANAGEMENT STYLES

A S S E R T I V E N E S S

COMPETING

COLLABORATING

COMPROMISING

AVOIDING

ACCOMMODATING

CO-OPERATIVENESS

AVOIDING

Lack of interest shown by the executives Executives try to avoid getting involved in conflicts Time will heal the issue Appropriate Situations When an issue is trivial or more important issues are pressing When you perceive no change of satisfying your concerns When potential disruption outweighs the benefits of resolutions To let people cool down and regain perspectives When gathering information supersedes immediate decision

ACCOMMODATING
Pressure on subordinate is a sign of weakness by the subordinate which is not good for any management ( compromise) Executives take the route of accommodating sub ordinates on issues Application of this style depends upon the issues Exercised by the management as it is fraught with its attendant consequences

Appropriate Situations
1. 2. 3. 4. To built social credit for later issues To minimize loss when you are outmatched and losing When harmony and stability are especially important To allow subordinates to develop by learning from mistakes

COMPETING

Work to get their way, rather than clarifying and addressing the issues\ Appropriate Situations 1. 2. 3. When quick, decisive action is vital On important issues where unpopular actions need implementing On issues vital to the organisation.

COMPROMISING
Labor management bargaining Temporary settlement Back up mode Appropriate Situations 1. 2. 3. When opponents with equal power are committed to their goals To achieve temporary settlements to complex issues To arrive at expedient situations under time pressure

COLLABORATING

Based on working principle of working together Negotiation Appropriate Situations

1.

To find an integrative solution when both sets of concerns are too important to be compromised

NEGOTIATING

Be hard on the problem and soft on the person Focus on needs not position Emphasis on common grounds Make clear agreements Negotiation include a combination of compromise, collaboration and some coercion