Conflict management and resolution
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This document outlines a training program on conflict management. It discusses defining conflict, functional and dysfunctional conflict, causes of conflict, and indicators of conflict. It describes optimal levels of conflict and the advantages. Five conflict resolution styles are presented: competing, avoiding, compromising, accommodating, and collaborating. A four-step conflict resolution process is outlined involving identifying issues, developing strategies, applying strategies, and following up. Guidance is provided on dealing with anger and proactively managing conflict.
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Conflict management and resolution
- 1. MPUMALANGA DEPARTMENT OF LABOUR CHARLES COTTER 9-10 SEPTEMBER 2014
- 2. TRAINING PROGRAMME OVERVIEW • Defining the fundamental concepts • Optimal levels of conflict • The manager’s roles and responsibilities as a conflict manager • The five (5) distinctive conflict resolution styles Characteristics Suitability and appropriateness • Applying the 4-step conflict resolution process • Proactively managing conflict • Dealing effectively with anger
- 3. THE FUNDAMENTALS OF CONFLICT MANAGEMENT • Defining conflict • Differentiating between functional and dysfunctional conflict • Identifying the causes/sources of conflict • Indicators/warning signals of conflict
- 4. FUNCTIONAL AND DYSFUNCTIONAL CONFLICT • Functional conflict leads to open discussion, a better understanding of differences, innovative solutions and greater commitment. • Functional conflict contributes to the achievement of organizational goals and enhances relationship-building. • Dysfunctional conflict tends be more focused on emotions than on the goal/task at hand known as affect conflict/interpersonal conflict, it is destructive when a solution is not reached, energy is diverted away from the core problem and morale is negatively affected. • Dysfunctional conflict is detrimental to relationships within the team and team performance.
- 6. CAUSES/SOURCES OF CONFLICT • Intra-personal • Interpersonal • Intra-group • Inter-group
- 7. INDICATORS/WARNING SIGNS OF CONFLICT • Signs of conflict between individuals • Signs of conflict between groups of people
- 8. OPTIMAL LEVELS OF CONFLICT
- 9. ADVANTAGES OF OPTIMAL LEVELS OF CONFLICT • Co-operation from team members • Improved performance and productivity • Reduced stress and preserved integrity • Solve problems as quickly as possible • Improved relationships and teamwork • Enhanced creativity • Increased staff morale
- 10. MANAGER RESPONSIBILITIES • Conflict Manager • Coach • Liaison • Trouble-shooter
- 11. CONFLICT MANAGER • Key responsibilities include: Helping to identify the sources of conflict Identifying the resolution options available Evaluating the advantages and disadvantages of each resolution option
- 12. CONFLICT RESOLUTION STYLES • Shark (Competing) • Turtle (Avoiding) • Fox (Compromising) • Teddy-bear (Accommodating) • Owl (Collaborating)
- 14. SHARK CHARACTERISTICS • Sharks use a forcing or competing conflict management style • Sharks are highly goal-oriented • Relationships take on a lower priority • Sharks do not hesitate to use aggressive behaviour to resolve conflicts • Sharks can be autocratic, authoritative, and uncooperative; threatening and intimidating • Sharks have a need to win; therefore others must lose, creating win-lose situations • Advantage: If the shark's decision is correct, a better decision without compromise can result • Disadvantage: May breed hostility and resentment toward the person using it
- 15. TURTLE CHARACTERISTICS • Turtles adopt an avoiding or withdrawing conflict management style • Turtles would rather hide and ignore conflict than resolve it; this leads them uncooperative and unassertive • Turtles tend to give up personal goals and display passive behaviour creating lose-lose situations • Advantage: may help to maintain relationships that would be hurt by conflict resolution • Disadvantage: Conflicts remain unresolved, overuse of the style leads to others walking over them
- 16. FOX CHARACTERISTICS • Foxes use a compromising conflict management style; concern is for goals and relationships • Foxes are willing to sacrifice some of their goals while persuading others to give up part of theirs • Compromise is assertive and cooperative-result is either win-lose or lose-lose • Advantage: relationships are maintained and conflicts are removed • Disadvantage: compromise may create less than ideal outcome and game playing can result
- 17. TEDDY-BEAR CHARACTERISTICS • Teddy bears use a smoothing or accommodating conflict management style with emphasis on human relationships • Teddy bears ignore their own goals and resolve conflict by giving into others; unassertive and cooperative creating a win-lose (bear is loser) situation • Advantage: Accommodating maintains relationships • Disadvantage: Giving in may not be productive, bear may be taken advantage of
- 18. OWL CHARACTERISTICS • Owls use a collaborating or problem confronting conflict management style valuing their goals and relationships • Owls view conflicts as problems to be solved finding solutions agreeable to all sides (win-win) • Advantage: both sides get what they want and negative feelings eliminated • Disadvantage: takes a great deal of time and effort
- 20. THE 4-STEP CONFLICT RESOLUTION PROCESS – THERAPEUTIC MODEL • Step 1: Identify sources of potential and actual conflict (DIAGNOSIS) • Step 2: Develop conflict resolution strategies/techniques (EXAMINATION) • Step 3: Apply conflict resolution strategies/techniques (REMEDY) • Step 4: Control and review the effectiveness of the conflict resolution strategy/technique (FOLLOW-UP)
- 21. STEP 1: DIAGNOSIS • Identify the sources/causes of conflict: Intra-personal Interpersonal Intra-group or Inter-group • The best approach to manage conflict effectively is to be proactive.
- 22. STEP 2: EXAMINATION • Develop conflict resolution strategies/techniques: Shark (Competing) Turtle (Avoiding) Fox (Compromising) Teddy-bear (Accommodating) Owl (Collaborating) • There is no one best way to deal with conflict. It is dependent on the current situation as well as the team members involved in the conflict. • The golden rule is that managers should take prompt action in resolving conflict. • By failing to act, it may result in the conflict escalating beyond control and “spreading like a cancer” negatively affecting team performance and relationships.
- 23. STEP 3: REMEDY • Apply conflict resolution strategies/techniques • The key is to match strategies to situations. • Influential considerations: Time pressure Issue importance Relationship importance Relative power
- 24. SUITABILITY AND APPROPRIATENESS: SHARK • When conflict involves personal differences that are difficult to change • When fostering intimate or supportive relationships is not critical • When others are likely to take advantage of non-competitive behaviour • When conflict resolution is urgent; when decision is vital and when in a crisis • When unpopular decisions need to be implemented • Use when you have a very strong conviction about your position • If time is precious and if you have enough power to impose your will
- 25. SUITABILITY AND APPROPRIATENESS: TURTLE • When the stakes are not high or issue is trivial • When confrontation will hurt a working relationship • When there is little chance of satisfying your wants • When disruption outweighs benefit of conflict resolution • When gathering information is more important than an immediate decision • When others can more effectively resolve the conflict • When time constraints demand a delay • Use it when it simply is not worth the effort to argue
- 26. SUITABILITY AND APPROPRIATENESS: FOX • When important/complex issues leave no clear or simple solutions • When all conflicting people are equal in power and have strong interests in different solutions • When there are no time restraints • Use when the goal is to get past the issue and move on
- 27. SUITABILITY AND APPROPRIATENESS: TEDDY-BEAR • When maintaining the relationship outweighs other considerations • When suggestions/changes are not important to the accommodator • When minimizing losses in situations where outmatched or losing • When time is limited or when harmony and stability are valued • Use this approach very sparingly and infrequently, for example, in situations when you know that you will have another more useful approach in the very near future
- 28. SUITABILITY AND APPROPRIATENESS: OWL • When maintaining relationships is important • When time is not a concern • When peer conflict is involved • When trying to gain commitment through consensus building • When learning and trying to merge differing perspectives • Use when the goal is to meet as many current needs as possible by using mutual resources. This approach sometimes raises new mutual needs. • Use when the goal is to cultivate ownership and commitment
- 29. STEP 4: FOLLOW-UP • Managers will need to confirm whether this technique has adequately resolved the conflict. • In the event that this dysfunctional conflict persists, managers may have to resort to alternative (third party) strategies: Mediation Counseling Organizational development (OD) interventions
- 30. PRO-ACTIVELY MINIMIZING CONFLICT • Referring (to expert staff) • Informing Performance expectations Changes to organizational policy and operations • Consulting with team members • Employee Engagement
- 31. CONFLICT MANAGEMENT GUIDING PRINCIPLES – TIPS AND TECHNIQUES
- 33. DEALING WITH ANGER • To effectively defuse anger, keep in mind the needs of the angry speaker: • To vent • To get the listener's attention • To be heard • To be understood
- 34. DEALING WITH ANGER • When you're listening to an angry person, apply the following constructive behaviour: • Be attentive and patient • Be sincere • Be calm
- 35. CONCLUSION • Key points • Summary • Questions
- 36. CONTACT DETAILS • Charles Cotter • (+27) 84 562 9446 • charlescot@polka.co.za • LinkedIn • Twitter: Charles_Cotter