Transcript

Managing Conflicts in

Departments, Cross-Functional Teams, Committees and Boards.

Dr. Elijah EzenduFIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,

PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr

“Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in organizational setting.” - Afzalur Rahim

“Conflict is a struggle or contest between people with opposing needs, ideas, beliefs, values, or goals.” - Emily Pia and Thomas Diez, Conflict and Human Rights

Elements of Conflict

• Power• Norms• Interests• Perceived Worth• Organizational Demands• Sociocultural Alignment

The Process of Conflict

Latent Conflict

Perceived Conflict

Felt Conflict

Manifest Conflict

Conflict Aftermath

Latent Conflict

This is the stage in which there are differences between individuals or groups.The differences are potential areas of conflicts.

LATENT CONFLICT

ExpectationsCapabilities

InterestsWills

Social DistancesAwareness

Meanings, Values, Norms, Status, Class

SUB-PHASES TRANSFORMERS

SITUATION OF CONFLICT

STRUCTURE OF CONFLICT

SOCIOCULTURAL SPACE

STIMULATED NEEDS

CONTACT, COMMUNICATION,PROPAGANDA, INDOCTRINATION

ACCULTURATION AND

EXPERIENCE

Source: R.J. Rummel, Understanding Conflict and War

Perceived Conflict

At this point, the involved parties have become reasonably aware of looming conflict as a result of tendency to obstruct goals.

Felt Conflict

At this stage various parties experience indicators of emotional surge opposing their interests, giving rise to discomforting pressure for goal assurance.

Manifest Conflict

Conflict becomes manifest through transformation of tension into clear confrontation, verbal and physical challenge, antagonism, indifference, submission with deep-seated reservation and voluntary withdrawal.

Conflict Aftermath

At this stage the feasibility of cooperation between parties involved become vivid through clear action paths. Where the observed conflict had been successfully managed, then relative harmony shall characterize their activities.If the observed conflict was suppressed, then point of contention could be stretched beyond elastic strength of their relationship to a breaking point.

Sources of Workplace Conflict• Conflicting Interest • Competition for Scarce Resources• Personal Identity Stability• Lack of Cooperation• Perceived Excessive Dependence on a Person or Bloc • Mafia War• Unfounded Rules• Sociocognitive Limitations• Codependent Tasks• Fight for Dignity• Fight for Values • Animosity• Incompatible Personalities• Decision Inequity • Negative Effect of Consensus in Decision-Making• Expectations• Blurry Job Description • Communication Barrier• Previous Conflict Baseline• Bandwagon Syndrome

Exercise

List sources of conflict in your team.…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Types of General Conflicts

• Interest-Based Conflict• Process-Based Conflict• Structure-Based Conflict• Data-Based Conflict• Value-Based Conflict• Relationship-Based Conflict• Task-Based Conflict

Common Types of Team Conflicts

• Process-Based Conflict• Relationship-Based Conflict• Task-Based Conflict

Process-Based ConflictThis stems from work systems, work-flow and obligations. Key Problem Areas (KPA):•Commencement of Work•Termination of Work•Definitive Work Method•Process Identity•Ownership of Process•Ownership of Sub-Processes•Dissonance in Identity of Cross-Functional & Functional Responsibilities

Forms of Processes

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Relationship-Based Conflict

This is a conflict fuelled by emotional sentiments.List Examples:…………….....................................………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………..

Task-Based Conflict

This is a conflict driven by core issues about form, structure, dimensions, performance metrics and ownership of task.List Examples:……………………………………………..………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………..

Conflicts in Terms of Usefulness

Constructive Arguments Based on Alternatives for Performance Improvement

Unwholesome Arguments Based onPersonal or Group Differences & Idiosyncrasies

Depiction of Conflict Phases Based on Multiple Schools of Thoughts

Inte

nsity

Time

Latent Conflict

Conflict Emergence

Conflict Escalation

Failed Peacemaking Efforts

Institutionalization of Conflict

Exacerbation of Violence

(Hurting) Stalemate

Complex Emergency

Enmity Agitation Cutback

De-escalation/ Negotiation

Tentative Settlement

Post-Settlement Peace Building

Experimental Peace

Exercise

List the effects of Enmity Agitation Cutback on De-escalation/Negotiation and Tentative Settlement Phases.…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Strategies for Managing Conflicts

• Applicable Styles• Improving Organizational Practices• Special Roles and Structure• Confrontation Techniques

5 Applicable Styles in Conflict Management

• Competition• Collaboration• Compromise• Avoidance• Accommodation

Focus Areas for Improving Organizational Practices as Conflict Management Strategy • Job Rotation• Corporate Culture Realignment• Internal Communication Assessment and Repositioning• Organizational Restructuring• Corporate Authority and Power Restructuring• Organisation-Wide Job Redesign• Improving Clarity of Structural Positioning and Inter-Job Relationships• Performance and Reward Realignment• Employee-Employee Social Value Optimization• Zero Tolerance Against Discrimination, Glass Ceiling & Antisocial

Behaviours• Unbiased Central Budgetary Control System• Effective Team Structuring• Development of Workable Policies, Procedures and Rules• Establishment of Internal Dispute Resolution Model

Special Roles and Structure

Empowerment of Managers to own their internal processes, lead effectual transformation towards set goals, take responsibility for compliance, and be integrators that ensure harmony.Sometimes, a particular manager can be placed to conduct critical review and ensure compliance during meetings.

Confrontation Techniques

Notable Areas of Differences in Team Members• Age• Race• Gender• Communication Flair• Learning Flair• Thinking Flair• Financial Background• Educational Background• Professional Affiliation• Ethnicity• Physical Ability• Work Experience• Job Function• Management Status• Work Location• Marital Status• Family Status• Religious Beliefs• Political Beliefs• Languages

The primary school of excellence in conflict management consist of mindset & understanding for identification and acceptance of differences.

From Diversity Appreciation to High Performing Organisation

Functions of Nonverbal Communication

Accent: Punctuating or drawing attention to a verbal message Complement: Expressions/gestures that support but could not

replace verbal message Contradict: Expressions or gestures that convey meaning

opposite to that of verbal message Regulate: Expressions or gestures that control the pace or flow

of communication Repeat: A gesture or expression that can be used alone to send

the same meaning as verbal message Substitute: A nonverbal cue that replaces verbal message

Examples of Nonverbal Cues

Accent: Touching someone’s shoulder in empathy Compliment: Smiling in approval or frowning with

disdain Contradict: Reading paper while saying “I am listening” Regulate: Looking confused by too much information Repeat: A stern look or pointing along with a verbal

command Substitute: Nods and shakes of the head

Types of Nonverbal Cues

1. Facial expression2. Eye behaviour3. Posture4. Gesture5. Proxemics6. Touch7. Personal appearance8. Vocal features of speech

Real Nonverbal Cues Facial Expression: Happiness, sadness, surprise, fear, anger and

disgust Eye Behaviour-Functions: Regulatory, monitoring, cognitive and

expressive Posture: Indicative of attention, involvement, relative status

and rapport Gestures: Speech related and independent Proxemics: Use space Touch: ‘of self’ indicates emotion, and ‘of others’ indicates

relationship Personal Experience: Indicators of personality, values and

lifestyle Vocal Features of Speech: Tone, stress, accent, loudness and

rate of speech

Common Signs of Conflict in Non-Verbal Cues

i. New body movementsii. Touching of self/fidgetingiii. Hesitationiv. Blinking, eye shifting and dilation of pupilsv. Lack of spontaneityvi. Speech errorsvii. High vocal pitchviii. Negativityix. Bulging eyesx. Severe Frown

Common Signs of Conflict in General Behaviour

• Rejection• Incommunicado• Nastiness• Vindictiveness • Combativeness• Indignation• Disrespectfulness • Animosity

Turner & Weed Profiling of Communication (Response) Styles in

Conflict Management • Addressers:

- First Steppers- Confronters

• Concealers:- Feeling-Swallowers- Subject-Changers- Avoiders

• Attackers:- Up-Front Attackers- Behind-The-Back Attackers

“In organized group situations, the art of good communication helps build trust and respect. It fosters a positive learning environment and can set the stage for the group to achieve its identified mission, vision, and goals. In any group setting, members may share a common interest and commitment, yet also may see things from a variety of perspectives. Effective communication is one means for a group of diverse individuals to share ideas, construct solutions, and make appropriate decisions.”

- Karla Trautman, Effective Group Communication

“Poor Communication is a direct result of ignorance…….people do not know what to say, when to say it, how to say it, or to whom to say it.”

- Peter Drucker

General Problems in Organisational Communication

• Bias• Halo Effect• Devil’s Horn• Ambiguity• Chain of command• Size• Technical Content• Emotional Interference• Personal limitations• Human nature• Conflict of Interest• Level of Knowledge• Power

• Inadequate Feedback• Cultural Disparity• Hierarchy• Lack of Empathy• Quantity of Information• Language• Lack of Confidence• Inappropriate Medium

Communication competence in conflict management highlights effective listening skills and appropriate use of the three communication impacts to build bridges for feasible connectivity.

Types of Impact

DressingEye contactGroomingFacial expressionPostureGestures

Elements of Visual Impact

Pronunciation: Caliber of intonation Modulation: Coordination of sound

pitch and clarity Projection: Loudness Rapidity: Speed of speech Repetition: Saying same again Articulation: Coordination of words Enunciation: Level of Emphasis on

syllable

Elements of Vocal Impact

Positive words Negative words

Elements of Content Impact

Communication Competence & Conflict Resolution Competence are prerequisites for Conflict Management Competence.

Communication Competence

Conflict Resolution Competence

Conflict Management Competent

Conflict Averse

Filling Capacity Gap

Conflict Management Competence & Great Leadership Quotient are prerequisites for Leadership Competence.

Conflict Management Competence

LeadershipQuotient

LeadershipCompetent

LeadershipIncompetent

Filling Capacity Gap

Role Play Session

Sub-Teams Contest for Overarching Goal of The Full Team. Thereafter, each Sub-Team Debriefs.

Dr. Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing, Interim Management, CSR, Leadership, Project & Programme Management, Cost Management, Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, Cloud Computing, eLearning & International Business. He holds proprietary rights of various systems. He is currently CEO, Rubiini (UAE) and Hon. President, Worldwide Independent Inventors Association. He functioned as Chair, International Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Turnaround Project Director, Consolidated Business Holdings Limited; Lead Consultant/ Partner, JK Michaels; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Director, Fortuna, Gambia; Director, The Greens; Chief Advisor/ Partner, D & E; Vice Chairman, Refined Shipping; Director of Programmes & Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola University of Technology, Nigeria; Editor-in-Chief, Cost Management Journal; Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He is an author & widely featured speaker in workshops, conferences & retreats. He was involved in developing Specialist Master’s Degree Course Content for Ladoke Akintola University of Technology (Nigeria) and Jones International University (USA). He also works as Adjunct & Visiting Professor of Universities and holds Interim Management Assignments on Boards of Companies as Non-Executive Director.

Thank You


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