Org leader hw 3
AssignmensToDo
11ConflictMgtStyles.pptxConflict Management Styles
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Managing Conflict (Lussier & Achua)
Conflict
Exists whenever people are in disagreement and opposition
Is inevitable
Why is managing conflict important?
An organization’s success is based on how well it deals with conflicts.
So how can conflict impact an organization?
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The Psychological Contract (Lussier & Achua)
Is the unwritten implicit expectations of each party in a relationship
Is broken for two primary reasons:
We fail to make explicit our own expectations and fail to inquire into the expectations of the other parties
We further assume that the other party(ies) has the same expectations that we hold
Is the source of conflict when it is broken
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Dysfunctional Conflict versus Functional Conflict (Lussier & Achua)
Dysfunctional Conflict
Is when conflict prevents the achievement of organizational objectives
Functional Conflict
Is when disagreement and opposition supports the achievement of organizational objectives
What are some examples of conflict in your organization?
Are these conflicts Dysfunctional or Functional?
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What Conflict Management Style Do You Prefer? Thomas-Kilmann Conflict Mode Instrument (TKI)
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Thomas-Kilmann Conflict Mode Instrument (TKI)
ASSERTIVE
UNASSERTIVE
ASSERTIVE
UNCOOPERATIVE
COOPERATIVE
COOPERATIVE
COMPETING
COLLABORATING
COMPROMISING
AVOIDING
ACCOMMODATING
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Competing/Forcing
Competing/Forcing is assertive and uncooperative, a power-oriented mode.
Competing might mean standing up for your rights, defending a position you believe is correct, or simply trying to win.
Attempting to resolve the conflict by using aggressive behavior to get your own way.
Is uncooperative and aggressive.
Creates a win-lose situation.
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Competing/Forcing (Lussier & Achua)
Advantages
Decisions may be better, if the forcer is right
Disadvantages
Overuse leads to hostility and resentment toward its user
Forcers tend to have poor human relations
Appropriately used when:
Unpopular action must be taken on important issues
Commitment by others is not critical
Maintaining relationships is not critical
The conflict resolution is urgent
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Accommodating/Smoothing/ Withdrawing
Accommodating/Smoothing/Withdrawing is unassertive and cooperative—the opposite of competing.
Accommodating might take the form of selfless generosity or charity, obeying another person’s order when you would prefer not to, or yielding to another’s point of view.
Attempts to resolve the conflict by passively giving in to the other party.
Creates a win-lose situation.
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Accommodating/Smoothing/ Withdrawing (Lussier & Achua)
Advantages
May maintain relationships that a conflict might damage by going along with the other party
Disadvantages
May be counterproductive
Accommodators are taken advantage of
Appropriately used when:
The person enjoys being a follower
Maintaining the relationship outweighs all other considerations
The changes agreed to are not important to the accommodator, but are to the other party
The time to resolve the conflict is limited
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Collaborating/Problem Solving
Collaborating/Problem Solving is both assertive and cooperative.
Collaborating between two persons might take the form of exploring a disagreement to learn from each other’s insights, resolving some condition that would otherwise have them competing for resources, or confronting and trying to find a creative solution to an interpersonal problem.
Attempts to jointly resolve the conflict with the best solution agreeable to all parties.
Creates a win-win situation.
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Collaborating /Problem Solving (Lussier & Achua)
Advantages
Tends to lead to the best solution
Disadvantages
The skill, effort, and time needed are usually greater and longer than the other styles
Appropriately used when:
Dealing with issues requiring optimum solutions
Compromise will result in sub-optimization
Achieving group goals must come before self-interest
Maintaining relationships is important
Time is available
It is a peer conflict
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Compromising/Sharing/Negotiating
Compromising/Sharing/Negotiating is intermediate in both assertiveness and cooperativeness. It falls on a middle ground between competing and accommodating, giving up more than competing but less than accommodating.
Likewise, it addresses an issue more directly than avoiding but doesn’t explore it in as much depth as collaborating. Compromising might mean splitting the difference, exchanging concessions, or seeking a quick middle-ground position.
Attempts to resolve the conflict through assertive, give-and-take concessions.
Creates an “I win some, you win some” situation through compromise.
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Compromising/Sharing/Negotiating (Lussier & Achua)
Advantages
Resolved relatively quickly
Working relationships are maintained
Disadvantages
Can lead to counterproductive results
Can lead to suboptimum decisions
Overuse leads to high demands from the parties to use to bargain for more reasonable demands
Appropriately used when:
The issues are complex and critical
There is no simple and clear solution
Parties have about equal power and want different solutions
A solution will be only temporary
Time is short
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Avoiding
Avoiding is unassertive and uncooperative.
Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time, or simply withdrawing from a threatening situation.
Attempts to passively ignore the conflict rather than resolve it.
Creates a lose-lose situation.
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Advantages
May maintain relationships that conflict resolution could damage
Disadvantages
Conflicts do not get resolved
Internal conflict in individuals
Avoiders are walked all over\
Appropriately used when:
The conflict is trivial
Your stake in the issue is not high
Relationships could be damaged
You don’t have time to resolve the conflict
Emotions are high
Avoiding (Lussier & Achua)
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