Effective Conflict

Management

Jacqueline N. Hood, Ph.D.

Anderson School of Management
University of New Mexico
Seminar Objectives
 Recognize functional and dysfunctional
conflict
 Understand the causes of conflict in
organizations
 Know your preferred styles for handling
conflict
 Learn how to effectively collaborate in a
conflict situation
Functional and Dysfunctional
Conflict
 Functional conflict contributes to the
achievement of the goals of the group or the
organization. Functional conflict should be
nurtured, if not encouraged.
 Dysfunctional conflict impedes the
organization from accomplishing its goals.
Dysfunctional conflict should be reduced or
removed.
The Nature of Conflict May Change

 Conflict that is functional in one group or

organization may be dysfunctional in another
group or organization.
 Or the nature of the conflict requirements of a
group or organization may change with time.
Philosophies of Conflict
Management
 Traditional Philosophy: All conflicts are
negative and potentially destructive for the
organization. Conflict should be eliminated.
 Behavioral Philosophy: Conflict is inevitable
in organizations and should be accepted as a
part of organizational life.
Philosophies of Conflict
Management (cont.)
 Interactionist Philosophy:
 Conflict is essential to the survival of the
organization.
 Conflict should not only be accepted but
encouraged in organizations.
 Effective conflict management includes both
stimulation and reduction of conflict.
 Conflict management is a major responsibility of
the manager.
Causes of Conflict

 Personal Differences
 Informational Deficiency
 Role Incompatibility
 Environmental Stress
 Scarcity

 Uncertainty
Styles of Conflict Management

Approach Objective Your Posture Supporting Rationale Likely Outcome

Forcing Get your way. “I know what’s right. It is better to risk You feel vindicated, but
Don’t question my causing a few hard other party feels
judgment or authority.” feelings than to defeated and possibly
abandon a position you humiliated.
are committed to.
Avoiding Avoid having to deal “I’m neutral on that Disagreements are Interpersonal problems
with conflict. issue. Let me think inherently bad because don’t get resolved,
about it.” they create tension. causing long-term
frustration manifested in
a variety of ways.
Accommodating Don’t upset the other “How can I help you feel Maintaining harmonious Other person is likely to
person. good about this relationships should be take advantage of you.
encounter? My position our top priority.
isn’t so important that it
is worth risking bad
feelings between us.”
Styles of Conflict Management

Approach Objective Your Posture Supporting Rationale Likely

Outcome

Compromising Reach an “Let’s search for a Prolonged conflicts distract Participants

agreement quickly. mutually agreeable people from their work and become
solution.” engender bitter feelings. conditioned to
seek an
expedient,
rather than
effective
solution.
Collaborating Solve the problem “This is my position. The positions of both parties Participants
together. What is yours? I’m are equally important find an
committed to finding the (though not necessarily effective
best possible solution.” equally valid). Equality solution.
emphasis should be placed
on the quality of the
outcome and the fairness of
the decision-making.
Guidelines for Effective
Collaboration
Initiator
1. Maintain personal ownership of the problem.
2. Succinctly describe your problem in terms of behaviors,
consequences and feelings (“When you do X, Y happens,
and I feel Z.”) Use a specific incident to explore the root
causes of a problem.
3. Avoid making accusations and attributing motives to the
respondent.
4. Specify the expectations or standards that have been
violated.
5. Persist until understood.
6. Encourage two-way interaction by inviting the respondent to
express his or her perspective and ask questions.
7. Don’t “dump” all your issues at once. Approach multiple
issues incrementally. Proceed from simple to complex, easy
to hard.
8. Appeal to what you share (principles, goals, constraints).
Guidelines for Effective
Collaboration
Respondent
1. Respond appropriately to the initiator’s emotions. If necessary,
let the person “blow off steam” before addressing substantive
issues. If the emotions are inappropriate, interject ground rules
for collaborative problem solving.
2. Establish a climate for joint problem solving by showing genuine
concern and interest. Respond empathetically, even if you
disagree with the complaint.
3. Avoid justifying your actions as your first response.
4. Seek additional information about the problem. Ask questions
that channel the initiator’s remarks from general to specific and
evaluative to descriptive statements.
5. Focus on one issue, or one part of an issue, at a time.
6. Agree with some aspect of the complaint (facts, perceptions,
feelings, or principles).
7. Ask the initiator to suggest more acceptable behaviors.
8. Agree on a remedial plan of action.
Guidelines for Effective
Mediator
Collaboration
1.Acknowledge that conflict exists and treat it seriously. Do not belittle
the problem or chide the disputants for not being able to resolve the
conflict on their own.
2. Construct a manageable agenda by breaking down complex or
multiple issues. Help disputants distinguish central from peripheral
elements. Begin working on one of the easier components.
3. Do not take sides. Remain neutral regarding the disputants as well as
the issues as long as violation of policy is not involved.
4. Focus the discussion on the impact the conflict is having on
performance and the detrimental effect of a continued conflict.
5. Keep the interaction issue oriented, not personality oriented. Also,
make sure that neither disputant dominates the conversation.
6. Help disputants keep their conflict in perspective by identifying areas
of agreement or common viewpoint.
7. Help disputants generate multiple alternatives in a nonjudgmental
manner.
8. Make sure that both parties are satisfied with the proposed resolution
and committed to implementing it.
Summary

 Conflict management is the responsibility of

all employees
 Understanding your style can assist in
working with others
 All styles have their place, but collaboration is
best for most work situations