Conflict Management Strategies for Grantmakers...The Intercultural Conflict Style Inventory •Read...

CONFLICT MANAGEMENT STRATEGIES FOR GRANTMAKERS

Lynn Perry Wooten, Ph.D

Scholar in Residence, Council of Michigan Foundations

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Agenda

• Conceptualizing Conflict Management

• Intercultural Conflict Style Inventory

• Conflict Management Through Inclusive Leadership

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CONCEPTUALIZING CONFLICT MANAGEMENT

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Conflict

• Interaction

•Of interdependent people

•Who perceive incompatible goals and

• Interference from each other in achieving those goals

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Sources of Conflict in Organizational Life

• Competing Goals

• Limited Resources

• Power & Politics

• Organizational Structure

• Differences in Values

• Managerial Expectations

• Communication Problems

• Misunderstanding of Information

• Lack of Accountability

• Dysfunctional Behavior5

What does conflict look like in your organization?

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Conflict and Organizational Life

• Conflict is common.

• Conflict comes in different forms.

• Conflict involves substantive disagreement and emotions.

• Conflict is heighted under stress.

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INTERCULTURAL CONFLICT STYLE INVENTORY

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“Conflict is culturally grounded-the way we attempt to resolve conflict is learned from the groups we grew up in during our formative years”

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Cultural Self Awareness

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What is the Intercultural Conflict Style Inventory?

•Describes your preferred approach to managing conflict.

•A comprehensive scientifically-based validated assessment of different cultural approaches used to resolve conflict.

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InstructionsThe Intercultural Conflict Style Inventory

• Read the instructions on the front cover of the inventory.

• Key point: Think about your preferred approach for resolving conflict situations.

• Take about 5-10 minutes to complete the inventory (page 4-5).

• Follow the scoring instructions on page 5 of the inventory.

• On page 5 of the Interpretive Guide graph your scores.12

Sample Scoring WorksheetThe Intercultural Conflict Style Inventory

D/I E/R

Page 5, Subtotal

Page 5, Subtotal

Total Score

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Direct/Indirect Conflict Style

Direct Style Patterns

• Meaning “inside” verbal messages

• Precise and explicit language

• Face to face resolution of disputes

• Speaking your mind

• Verbally asserts differences of opinion

• Persuasion through reasoned argument

• Focuses on the specifics of the disagreement

Indirect Style Patterns

• Meaning “outside” of the verbal message

• Ambiguity and vagueness in language

• Reliance on third party for the resolution of disagreements

• Discretion in voicing goals• “Talks around”

disagreements• Focuses on repairing

relationships14

Emotional Expressiveness/Restraint Conflict Styles

Emotional Expressiveness

• Overt display of emotions

• Control of emotions by “externalizing”

• Visible display of feelings through nonverbal behavior

• Expansive vocalization

• Sensitive to constraints on expressing feelings

• Relational trust through emotional commitment

• Emotional information necessary for credibility

Emotional Restraint

• Disguised display of emotions

• Control emotions by “internalizing”

• Minimal display of feelings through nonverbal behavior

• Constrained vocalization

• Sensitive to hurt feelings of other party

• Relational trust through emotional maturity

• Emotional suppression necessary for credibility 15

Intercultural Conflict Style Model

Discussion Engagement

Accommodation Dynamic

16Emotional Restraint Emotional Expressiveness

Ind

ire

ct

Dir

ect

Discussion Conflict Style(Direct & Emotionally Constrained)

Self-Perceived Strengths

• Confronts problems

• Elaborates arguments

• Maintains calm atmosphere

Weaknesses as Perceived by Other Styles

• Difficulty in reading “between the lines”

• Appears logical but unfeeling

• Appears uncomfortable with emotional arguments

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Engagement Conflict Style(Direct & Emotionally Expressive)

Self-Perceived Strengths

• Provides detailed explanations, instructions & information

• Expresses opinions

• Shows feelings

Weaknesses as Perceived by Other Styles

• Appears unconcerned with the views and feelings of others

• Appears dominating & rude

• Appears uncomfortable with viewpoints that are separated from emotions

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Accommodation Conflict Style(Indirect & Emotionally Restrained)

Self-Perceived Strengths

• Considers alternative meanings to ambiguous message

• Able to control emotional outbursts

• Sensitive to feelings of the other party

Weaknesses as Perceived by Other Styles

• Difficulty in voicing own option

• Appears uncommitted & dishonest

• Difficulty in providing elaborated explanations

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Dynamic Conflict Style(Indirect & Emotionally Expressive)

Self-Perceived Strengths

• Uses third parties to gather information and resolve conflicts

• Skilled at observing changes in nonverbal behavior

• Comfortable with strong emotional displays

Weaknesses as Perceived by Other Styles

• Rarely gets to the point

• Appears unreasonable and devious

• Appears “too emotional”

Cultural Patterns across Conflict Styles

Discussion Style North America (European

American), Canada Europe (e.g., Great Britain,

Sweden, Norway, Denmark, Germany)

Asia Pacific (e.g., Australia, New Zealand)

Engagement North America (e.g., United States

– African American) Europe (e.g., France, Greece, Italy,

Spain) Central & Latin America Middle East (e.g., Israel)

Accommodation North America (e.g., Native

American) Latin America (e.g., Mexico,

Costa Rica, Peru) Asia (e.g., China, Japan,

Thailand)

Dynamic Arab Middle East (e.g., Kuwait,

Egypt, Saudi Arabia, Lebanon) Asia (e.g, Pakistan)

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Ind

ire

ct

Dir

ect

Emotional Restraint Emotional Expressiveness

Conversation Starter

1. Is your conflict style similar to the conflict style of your cultural community?

2. Discuss one situation you found challenging because of different intercultural conflict resolution styles. How did you manage this situation?

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CONFLICT MANAGEMENT THROUGH INCLUSIVE LEADERSHIP PRACTICES

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The Three “R” Model

•Recognize cultural differences when managing conflict

•Reframe the problems/issues from the other person’s

cultural perspective

•Reconcile the differences by focusing on the issues and

repairing or enhancing the relationship

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C. Morrow, Linkage

Practicing Inclusive Leadership to Manage Conflict

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Discussion & Questions

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Departing Quote

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