Anticipation and Conflict Resolution

Anticipation and Conflict Resolution Eurochambres Summer Academy Definition Conflict: “A process in which one party perceives that its interests are being opposed or negatively affected by another party.” Reasons For Conflict Forms of Conflict Functional conflict serves the organisation‟s and individual‟s interests while Dysfunctional conflict threatens individual‟s and the organisation's interests Positive Effects Of Functional Conflict • Identifies issues of importance to others • Resolution of underlying problems • Enhancement of group development • Intergroup conflict can increase withingroup cohesion • Facilitation of needed organisational change Negative Effects Of Dysfunctional Conflict • • • • • • • Decreased performance Dissatisfaction Aggression Anxiety Wasted time Wasted energy Reduced efficiency High P E R F O R M A N C E Conflict is Necessary Optimal Conflict Too little Low Boredom Decrease in motivation Apathy Group Think High motivation High energy Sharp perception Calmness Too Much Staff turnover Increased errors Indecisiveness Sabotage Aggression Violence Anticipating Conflict • Personality • Personal Efficacy • Communication Competence Personality Type Type A Impatient Restless Aggressive Competitive Polyphasic Time pressure Goal directed Type B Relaxed Easy going Non aggressive Less competitive One thing at a time Not time pressured Realistic goal directed Internal Evolution of Conflict Facts Perceptions Thoughts Hopes Feelings Fears Life Positions Positive Attitude toward Oneself Negative I’m OK You’re not OK I’m OK You’re OK I’m not OK You’re not OK Negative I’m not OK You’re OK Positive Attitude toward Others Communication • Communication must be viewed within the context of relationships • All communication has a content and a relationship aspect • Content = what is said • Relationship = how it is said • The relationship aspect has the most impact The Four Levels of a Message When I speak: • I share a fact = objective level • I say something about myself = self disclosure • I tell the other person what I think of her and how we relate to one another = relationship • I seek to influence him = appeal Receiving With Four Ears What kind of person is he? What are the facts? How does he talk to me? Who does he think I am? What does she want me to think or do, how does he want me to feel? One-Sided Receiving Habits • Many receivers are particularly well trained at one « ear », at the expense of the other ears. Selfdisclosure Facts Relationship Appeal Misunderstanding and Conflict What are those green things in the sauce? Well, if you don„t like my cooking, you can go and have your dinner elsewhere! Example The man‟s message Objective: “there is something green in the soup!” Self-disclosure: “I don‟t know what it is.” Relationship: “you know what it is.” Appeal: “tell me what it is!” The women‟s interpretation of what he said Objective: “there is something green in the soup!” Self-disclosure: “I do not like the soup.” Relationship: “you are a bad cook.” Appeal: “next time, leave out the green stuff!” Conflict Resolution • Conflict handing styles • De -Triangulation • Dealing with anger • Devil‟s advocate • Programmed conflict Five Conflict-Handling Styles Concern for Others High Integrating Obliging Compromising Low Dominating Avoiding High Concern for Self Low Obliging • Smoothing – Neglects own concerns to satisfy concerns of other person – Plays down differences and emphasizes commonalities – Can be appropriate if you think you will get something in return – Encourages cooperation – Fails to address underlying problems Avoiding • Withdrawal or suppression – Put off pursuing concerns completely – Conflict is not addressed – Useful for trivial issues or – where the cost of addressing it is too high – Buys time in ambiguous situations – Can lead to increase in conflicts Integrating • Problem solving – Work with other person to find solution that satisfies the concerns of all parties – Identifying underlying concerns and exploring alternatives – Addresses underlying problems rather than symptoms – Longer lasting agreements – Not suitable for conflict based on opposing values Compromising – Find an expedient, mutually acceptable solution which partially satisfies both parties – Give and take approach – Useful when parties have equal strength or opposite goals – No losers – Can stifle creative problem solving Dominating – Individual pursues own concerns at the other person‟s expense – Use power to win position (ability to argue, rank, sanctions) – Useful when unpopular decisions need to be implemented – When the issues if minor or a deadline is near – It often breeds resentment ANGER IMMINENT WARNING SIGNS Defusing Anger • • • • • • • • Use the person‟s name to get their attention Make eye contact Use statements of acceptance Reformulate Get the person to sit down Offer to talk later Tell them you are uncomfortable Keep your tone of voice neutral Value Clarification Group • Terminal Values • Instrumental Values Desired Outcomes Of Conflict Agreement: Strive for equitable and fair agreements that last. Stronger relationships: Build bridges of goodwill and trust for the future. Learning: Greater self-awareness and creative problem solving.