Conflict
Management
3 types of
conflicts
# 1: Have
Resources
# 2: Do
2.a. What people do
2.b. How people do things
# 3: Be
Why people do things
How people think
Values
Personality
#1
Conflict about
what we have
Examples
Physical / structural / manufactured capital
Land.
Buildings.
Vehicles.
Machines, tools, hardware.
Furniture.
Financial capital
Shares.
Bonds.
Cash.
For a conflict to be a conflict, a limited / scarce
resource, that both parties want / compete for,
need to exist.
Source:
Fred Kofman. http://youtu.be/Uo_5fKKaxUk
# 2.a
Conflict about
what we do
Low cost Differentiation
Broad Low cost Differentiation
target strategy strategy
Narrow
target Low cost Differentiation
(Particular focus strategy focus strategy
customers
or markets)
Present New
products products
Present Market
markets
Product
penetration development
New Market Diversification
markets development
Ansoff matrix
# 2.b
Conflict about
how we do
things
Example # 1. How we do marketing
1-way communication or 2-way communication.
Example # 2. How office space is designed
Open and bright or Closed and dark.
Example # 3. How we organize
Hierarchies or democracies.
Example # 4. How people get paid for work they do
A manager decides who is paid how much or
Everyone decides who is paid how much.
Example # 5. How managers communicate
Command, give answers or Ask questions, listen.
Example # 6. How we do education
Standardized or Individualized.
A person acts according to the values and
norms of his or her culture; another person
holding a different worldview might interpret his or
her behaviour from an opposite standpoint. This
situation creates misunderstanding and can lead
to conflict.
Source: http://www.colorado.edu/conflict/peace/example/will5746.htm
#3
Conflict about
how we think
Question for you
1 9
People want to be People want to
very careful not constantly
to make any try out new things
mistakes at work at work
On a scale from 1 to 9, where would
you position yourself? Why?
Openness Community
Experimentation Collaboration
Creation Social Kindness
Exploration
Creativity Helping
Change Compassion
Achievement Safety
Security
Individualism Efficiency
Dominance
Control Discipline
Power Conformity
Competition Tradition
3 reasons for
increase in
conflicts
Reason # 1
More changes
Source: http://www.isct.net/isct/html/left/forschung/download/syst_konfliktcoaching.pdf
Conflict
Frustration
Aggressiveness
Anger
Stress
Change
Many friends / contact persons,
Constantly online
e.g. on social media
High speed in life
High demands from
family, friends, and/or
Frequent change work collaborators
of job content
Personal identity
Changing depends on job
working hours Stress
High ambitions
Change of place
of work / living
High degree of
responsibility for
High demands for
other people
constantly learning
new / innovating
High degree of
Lack of influence High demands insecurity in job
on own job for performance
Reason # 2
More communication
across functions
The growth in organizational interdependencies,
the shift to collaborative team-based structures,
increased diversity, and heightened environmental
uncertainty all have the potential to result in
substantially higher degrees of organizational
conflict.
Sources
Callanan, Gerard A. & Perri, David F.: Teaching Conflict Management Using a Scenario-Based Approach.
Amason, 1996; Amason, Thompson, Hochwarter & Harrison, 1995.
Destruction
Focus on person
Threats
Focus on topic Hostile images
Conversation stops
Tactical argumentation
Disagreement
Reason # 3
More communication
across global markets
and cultures
As organizations continue to expand globally,
culture has added even more complexity to the
organization, and, as a result, firms are making
teams and groups increasingly more important in
solving complex issues.
Source
Stewart & Barrick, 2000; West, 2002.
Lang, Matthew: Conflict Management: A Gap in Business Education Curricula.
The growing complexity of organizations, use
of teams and group decision making, and
globalization are likely culprits.
Source
Jassawalla & Sashittal, 1999; Jehn, 2000; Kahai, Sosik, & Avolio, 2004; Pfeffer & Veiga, 1999; Tjosvold, 1985.
Lang, Matthew: Conflict Management: A Gap in Business Education Curricula.
Number of conflicts 1946 - 2010
Source: http://www.ted.com/talks/jonas_gahr_store_in_defense_of_dialogue.html
Results of
conflicts
Negative
results
According to surveys, practicing managers suggest
that they spend more than 20% of their time dealing
with conflict or its aftermath.
Sources
http://sampleresearchproposals.blogspot.com/2010/01/impact-of-strategic-conflict-management.html
Lang, Matthew: Conflict Management: A Gap in Business Education Curricula.
Conflict not managed will bring about
delays
disinterest
lack of action
in extreme cases a complete breakdown of the group.
Sources
Parker, 1974.
http://ohioline.osu.edu/cd-fact/l701.html
Unmanaged conflict may result in withdrawal of
individuals and an unwillingness on their part to
participate in other groups or assist with various
group action programs.
Sources
Parker, 1974.
http://ohioline.osu.edu/cd-fact/l701.html
When we have crises, people pray more.
Source:
Interview with Lionel Tiger, anthropology expert.
http://bigthink.com/ideas/20158
Religion and wealth
Source: http://pewglobal.org/reports/display.php?ReportID=258
Positive
results
Conflict can at times serve to stimulate change.
Source: Morgan, Gareth: Images of Organization, p. 201.
The word crisis derives from the Greek word
for ”decision”.
Source: Levine, Robert: A Geography of Time, location 2642.
The dynamic tension that results when executives go
head-to-head can be a source of great creativity,
excitement, and even strength.
Source
Guttman, Howard M.: Conflict Management as a core competency for HR professionals.
People and Strategy, 2009.
Conflict can help maintain an optimum level of
stimulation and activation.
Conflict can contribute to an organization’s adaptive
and innovative capabilities.
Conflict can serve as a basic source of feedback
regarding critical relationships, the distribution of
power, and the problems that require management
attention.
Source: Miles, 1980.
5 ways to
manage
a conflict?
#1
Cooperate
Self confidence
2 1
Forcing Cooperating
3
Compromising
5 4
Avoiding Adapting
Source: Adapted from Blake & Mouton (1964) Cooperative behaviour
The collaborative style is usually recognized
as the preferred approach to conflict
resolution.
Source: McShane & Von Glinow, 2003, p. 396.
Collaboration is most appropriate when
both the issue and the relationship
are important.
Source
Seltzer, Joseph & Smither, James W.: ”Where there is a will..”
Organization Management Journal, 2007 vol. 4.
Focus on process rather than just on content.
Source: http://www.css.ethz.ch/publications/Mediating-Islam-web.pdf
Step # 1
To negotiate constructively,
express your needs.
Source: Kofman, Fred: Conscious Business, p. 172.
Nearly all psychologically important
motives can be reduced to these 16 needs
1. Idealism 9. Curiosity
2. Power 10. Acceptance
3. Vengeance 11. Romance
4. Independence 12. Family
5. Order 13. Social contact
6. Saving 14. Tranquility
7. Status 15. Physical activity
8. Honor 16. Hunger / thirst
Source: http://www.psychologytoday.com/blog/who-we-are/200907/the-16-human-needs
Alderfer reduced Maslow’s level of needs from 5 to 3
and suggested that individuals were motivated to
move forward and backward through the levels
Maslow Alderfer
Self-actualization needs
Growth
Esteem needs
Belonging needs Relatedness
Safety needs
Existence
Physiological needs
Source: http://www.jblearning.com/samples/076373473X/3473X_CH02_4759.pdf
Step # 2
To negotiate constructively, learn about
and understand the needs of the other
person.
Source: Kofman, Fred: Conscious Business, p. 172.
Collaborate when your objective is to learn.
Source: Morgan, Gareth: Images of Organization, p. 201.
Ask each person to reflect on this question:
"What can I learn from this crisis?"
Source: http://marshallgoldsmith.blogspot.com/2011/06/7-steps-to-stop-finger-pointing-in.html
In managing conflict, the best methods are
generally those that focus on collaborative
problem solving and meeting the needs of
all parties.
Sources
Conflict Management made easy. Dispute Resolution Journal, November 2008 / January 2009.
http://www.nzz.ch/finanzen/impulse_archiv/seitenweise_wirtschaft/seitenweise_wirtschaft_1.6663568.html
Focus on interests rather than positions.
Source: http://www.css.ethz.ch/publications/Mediating-Islam-web.pdf
Step # 3
To negotiate constructively, create
new solutions with the other person.
Source: Kofman, Fred: Conscious Business, p. 172.
Win-win approach works best when people
feel free to communicate and share ideas.
Sources
Robbins (2003).
Yasmin S Purohit; Claire A Simmers: Power distance and uncertainty avoidance: A cross-
national examination of their impact on conflict management modes.
Journal of International Business Research; 2006.
#2
Force
Self confidence
2 1
Force Cooperate
3
Compromise
5 4
Avoid Adapt
Source: Adapted from Blake & Mouton (1964). Cooperative behaviour
In the USA as well as in other masculine cultures
such as Britain and Ireland, there is a feeling that
conflicts should be resolved by a good fight.
”Let the best man win.”
Source: Hofstede, Geert: Cultures and Organizations, p. 166.
If you go around the world now and ask the
people about the United States’ relation to
peace, they would say that we are maybe
one of the most warlike countries.
Source:
Mr. Jimmy Carter. http://youtu.be/1LdaMIRI2As
Source: http://thisisindexed.com/2011/02/and-the-pros-make-the-big-money/
Competition
Source: http://www.pixelio.de/details.php?image_id=77965&mode=search
Use of force
Source: http://www.pixelio.de/details.php?image_id=45286&mode=search
Source: http://hbr.org/web/slideshows/difficult-conversations-nine-common-mistakes/1-slide
Combat mentality
Source: http://hbr.org/web/slideshows/difficult-conversations-nine-common-mistakes/1-slide
Forcing [competing] can be appropriate when
the importance of the issue far outweighs
the importance of the relationship.
Source
Seltzer, Joseph & Smither, James W.: ”Where there is a will..”
Organization Management Journal, 2007 vol. 4.
Force / compete when you are negotiating with
someone who prefers to be competitive.
Source: http://culture-at-work.com/5styles.html
Individualists tend to use more self-defensive,
controlling, dominating, and competitive styles
in managing conflicts than do collectivists.
Source
Ting-Toomey, Stella & Oetzel, John G.: Managing intercultural conflict effectively, p. 48-49.
#3
Compromise
Self confidence
2 1
Force Cooperate
3
Compromise
5 4
Avoid Adapt
Source: Adapted from Blake & Mouton (1964) Cooperative behaviour
Bargaining zone
Source: http://www.scribd.com/doc/6672392/Conflict-Management-and-Negotiation-826
Possibility # 1
Person A offers person B
financial compensation.
Source
Nikolaj Kure.
http://asbcast.dk/ViewAsset.aspx?AssetID=255&
Possibility # 2
A mediator / facilitator helps the people
involved to find a solution.
Source
Nikolaj Kure.
http://asbcast.dk/ViewAsset.aspx?AssetID=255&
Step # 1
Each party explain how he/she perceives the problem / conflict.
The other party repeats to make sure that he/she understands.
Step # 2
Each party explains his/her interests and needs.
The other party repeats to make sure that he/she understands.
Step # 3
Ideas are developed, for example by using brainstorming technique.
This includes finding the best idea(s).
Step # 4
An agreement / way forward is agreed upon, for example through a
document and/or a handshake.
Inspired by http://www.mediatoradvokater.dk/mediation/hvordan-foregaar-det.html
Source: http://www.mediatoradvokater.dk/mediation/hvad-er-mediation.html
Possibility # 3
A judge decides who is right.
Source
Nikolaj Kure.
http://asbcast.dk/ViewAsset.aspx?AssetID=255&
The distinguishing feature of compromising
is that both parties involved in the conflict
give up something.
Sources
Robbins (2003).
Yasmin S Purohit; Claire A Simmers: Power distance and uncertainty avoidance:
A cross-national examination of their impact on conflict management modes.
Journal of International Business Research; 2006;
A compromise may be the worst decision
Everybody feels unhappy with a mediocre team decision,
but everyone accepts it because it incorporates
everybody’s input.
If one traveller wants to cross the cliff using the bridge to
the east and her partner wants to cross on the bridge to
the west, the worst possible thing is to go straight
ahead where there is no bridge.
Source: Kofman, Fred: Conscious Business, p. 171.
Compromise (partially satisfying each party‘s
interests or splitting the difference) can be
appropriate when an agreement must be
reached quickly or when a win-win solution is
genuinely unavailable.
Sources
Seltzer, Joseph & Smither, James W.: ”Where there is a will..” Organization Management Journal, 2007 vol. 4.
http://culture-at-work.com/5styles.html
In femine cultures such as the Netherlands,
Sweden, and Denmark, there is a preference
for resolving conflicts by compromise and
negotiation.
Source: Hofstede, Geert: Cultures and Organizations, p. 166.
#4
Adapt.
Accommodate
Self confidence
2 1
Force Cooperate
3
Compromise
5 4
Avoid Adapt
Source: Adapted from Blake & Mouton (1964) Cooperative behaviour
Accommodating can be appropriate when the
importance of the relationship outweighs
the importance of the issue.
Source
Seltzer, Joseph & Smither, James W.: ”Where there is a will..”
Organization Management Journal, 2007 vol. 4.
The IBM research found Thailand to be the most
femine Asian country.
A book about Thai culture by a British-Thai couple
reads, ”The Thai learns how to avoid aggression
rather than how to defend himself against it.”
Source: Hofstede, Geert: Cultures and Organizations, p. 138.
#5
Avoid. Ignore.
Escape.
Self confidence
2 1
Force Cooperate
3
Compromise
5 4
Avoid Adapt
Source: Adapted from Blake & Mouton (1964) Cooperative behaviour
When to use avoiding strategy
Situation # 1
When a “cooling off” period is needed.
Situation # 2
When a potentially dysfunctional effect of confronting
the other party outweighs benefits of resolution.
Situation # 3
When the issue and the relationship are unimportant.
Sources
Warren, Kelley Blayne: Differences in Conflict Management Styles of Leaders in
Hierarchical and Congregational Organizational Structures.
Seltzer, Joseph & Smither, James W.: ”Where there is a will..”
Organization Management Journal, 2007 vol. 4.
Collectivists tend to use more obliging and
avoiding styles in task-related conflicts than
do individualists.
Source
Ting-Toomey, Stella & Oetzel, John G.: Managing intercultural conflict effectively, p. 49.