Managing Conflicts

Dr. Bindu Singhal

SIHMC Gwalior

Clearing the space

How to clear the space

Define the ‘thing’ – ‘what’s in the background…’

Define the emotion – ‘my emotion is…’

Put the emotion aside – ‘I’m going to put that aside…’

Clear at least three things each

Warm up Learning from each other

1. Take 1 minute each to think of an example of a conflict that you have dealt with constructively and another of one that ended in destruction (physical,

mental, professional, personal, etc.).2. Find a partner you DO NOT know very

well.3. Each one of you has 3 minutes each to

present the 2 scenarios, describe the context and share how things were managed. [Repeat for the other one too!]

What animal best characterizes your style during conflict?

Example, one person may be like an ostrich - prefers to hide and bury their head in the sand

Turn to the person next to you and discuss your choice for 1-2 minutes.

Be ready to share at your table the animal that you thought of and why

ConflictsA situation where there are at least two

differing perspectives, and where each party is emotionally invested in the results

May be a clash between ideas, principles or people

An inevitable by-product of relationships – personal and professional

A recurring part of our livesCan be made worse by our approaches /

responses to conflict itself

Conflict

A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.Is that point in an ongoing activity when an

interaction “crosses over” to become an inter-party conflict.

Functional versus Dysfunctional Conflict

Functional Conflict

Conflict that supports the goals of the group and improves its performance.

Dysfunctional Conflict

Conflict that hinders group performance.(Negative)

(Positive)

Types of ConflictTask Conflict

Conflicts over content and goals of the work.

Relationship Conflict

Conflict based on interpersonal relationships.

Process Conflict

Conflict over how work gets done.

The Conflict Process

Stage I: Potential Opposition or Incompatibility

CommunicationSemantic difficulties,

misunderstandings, and “noise”

Personal VariablesDiffering individual

value systemsPersonality types

StructureSize and specialization of

jobsJurisdictional

clarity/ambiguityMember/goal

incompatibilityLeadership styles

(close or participative)Reward systems

(win-lose)Dependence/

interdependence of groups

Stage II: Cognition and Personalization

Perceived ConflictAwareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.

Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.

Stage III: Intentions

Cooperativeness (Concern for relationships):

• Attempting to satisfy the other party’s concerns.

Assertiveness (Concern for personal goals):

• Attempting to satisfy one’s own concerns.

Cooperativeness (Concern for relationships):

• Attempting to satisfy the other party’s concerns.

Assertiveness (Concern for personal goals):

• Attempting to satisfy one’s own concerns.

Intentions

Decisions to act in a given way.

Dimensions of Conflict-Handling Intentions

Stage III: Intentions (cont’d)Competing/Controlling

A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict.

Collaborating

A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.

Avoiding

The desire to withdraw from or suppress a conflict.

Stage III: Intentions (cont’d)Accommodating

The willingness of one party in a conflict to place the opponent’s interests above his or her own.

Compromising

A situation in which each party to a conflict is willing to give up something.

Stage IV: BehaviorConflict Management

The use of resolution and stimulation techniques to achieve the desired level of conflict.

Conflict-Intensity Continuum

Stage V: OutcomesFunctional Outcomes from Conflict

Increased group performance

Improved quality of decisions

Stimulation of creativity and innovation

Encouragement of interest and curiosity

Provision of a medium for problem-solving

Creation of an environment for self-evaluation and change

Stage V: Outcomes

Dysfunctional Outcomes from ConflictDevelopment of discontent

Reduced group effectiveness

Retarded communication

Reduced group cohesiveness

Infighting among group members overcomes group goals

The Conflict Process

Conflict Management Styles Survey

Administration [10-15 min]Honesty -> Self learning Bear with repetitiveness.

Some answers may not fit, still…Wait quietly for others to finish!

Conflict Management Styles

Awareness of one’s own style the pre-requisite for selecting an appropriate course of action

Preferences become more rigid during conflicts

Rigidity and inflexibility inhibit conflict resolution…

Conflict Management Style Survey

• The highest number typically represents the conflict management style you perceive yourself to use most. (Most people see themselves as collaborators.)

• Look at the second highest number. It typically more accurately represents your strongest conflict management style!

• The lowest number represents the style in which your skills are typically the weakest.

Outline a plan to strengthen your weakest conflict management style.

Understanding Your ResultsCollaborating (column C) allows for

win/win with a focus on both task and relationship – but takes time

Compromise (column B) is intermediate – might mean splitting the difference or making more concessions – but it is quicker

Accommodating (column D) might take the form of selfless generosity or truly yielding to another’s view

Competing/Controlling (column A) may mean defending a position which you believe is right

Avoiding (column E) may mean postponing or side-stepping – but means there is no effort at task or relationship

Conflict Handling Style Sequence

Your Style Your Style SequenceSequence

1 – _____________1 – _____________

2 – _____________2 – _____________

3 – _____________3 – _____________

4 – _____________4 – _____________

5 – _____________5 – _____________

Preferred Style Preferred Style SequenceSequence

1 – Collaborator1 – Collaborator

2 – Compromiser2 – Compromiser

3 – Accommodator3 – Accommodator

4 – Controller4 – Controller

5 – Avoider 5 – Avoider

**Preferred style sequence based on research by Leadership Center at Washington State University

One right style?

To be continued……..

Dr. BinduSinghal SIHMC,GWL