Lecture A systems approach to small group interaction (8/e): Chapter 7 - Stewart L. Tubbs

Chapter 7 - Conflict management. This chapter focuses on the important topic of conflict management. Conflict is a natural part of the discussion process. However, conflict can sometimes become so intense that a group’s functioning is damaged. In this chapter we examine sources of conflict, the desirability and undesirability of conflict, types of conflict, and some methods for conflict management.

CCHH AAPP TT EE RR Conflict Management Stewart L Tubbs McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Conflict Management • • • • • • • McGraw­Hill Glossary Case Study Sources of Conflict Desirability of Conflict Types of Conflict Undesirability of Conflict Game Theory Toward Conflict Management The Systems Approach © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide Glossary • Conflict of Feelings—when people’s ideas come  into conflict, the participants often begin to have negative  feelings toward one another. These conflicts of feelings can  damage the group’s functioning • Conflict Grid—a model of conflict management  developed by Robert Blake and Jane Srygley Mouton. It is  aframeworkfordevelopingconflictmanagementskills McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Glossary ConflictofIdeasmanyideasaregeneratedingroup discussions.Sometimesdifferentpeoplesideasmay conflict.Itisimportanttorememberthatavarietyand diversityofideasisusuallydesirableintheprocessof problemsolving ConflictManagementtheabilitytomanage conflictsothatthereisahealthyconflictofideaswithout theunhealthyconflictoffeelings McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Case Study Conflict in the Shipping Department 1. What would you have done if you had been Beth in this  case? 2. How realistic does this case seem based on your  experience? 3. What would you have done differently if you had been  Beth’s supervisor? 4. Are there any other suggestions or recommendations  that you have for instances like this that happen at  work? 5. What material in this chapter can help prepare you for  dealing with such instances? McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide Sources of Conflict • Conflict exists whenever incompatible  activities occur – Conflicts may originate from a number of  different sources, including: • Differences in information, beliefs, values, interests,  or desires • A scarcity of some resource • Rivalries in which one person or group competes  with another McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide Desirability of Conflict • Many writers believe that conflict in a group  is desirable McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide Types of Conflict • Conflict of ideas – Dooley and Fryxell (1999) found that conflict of  ideas at the early stage of decision making (idea  formulation) was desirable – That same conflict sometimes caused problems  at a later stage when the ideas actually had to  implemented • Conflict of feelings (often called personality  conflict) McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Types of Conflict OppositionandSupport McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 10 Undesirability of Conflict Conflictsareoftenhardtokeepunder control once they have begun – There is a definite trend toward escalation and  polarization – Once conflict escalates to a point at which it is  no longer under control, it almost always yields  negative results McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 12 Toward Conflict Management • Blake and Mouton (1970) have proposed a  scheme whereby we can try to avoid        win­lose situations and, when possible,  apply a win­win approach – The 1,1 style is the hands­off approach, also  called avoidance – The 1,9 position, also called accommodation, is  excessively person­oriented McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 13 Toward Conflict Management • Blake and Mouton (1970) . . . (continued) – The 5,5 position represents a willingness to  compromise – The 9,1 is the bullheaded approach, also called  competing – The optimum style for reducing conflict is the  9,9 approach, also called collaboration McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 14 Toward Conflict Management • Borisoff and Victor (1998) argue that the  best strategy for conflict management  (negotiation) depends on the desired  outcome – Unilateral negotiation strategies • They include: – – – – McGraw­Hill The trusting collaboration strategy The open subordination strategy Thefirmcompetitionstrategy Theactiveavoidancestrategy â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 15 Toward Conflict Management Borisoff and Victor (1998) . . . (continued) – Interactive negotiation strategies • • • • • • • • • McGraw­Hill Trusting collaboration Principled negotiation Firm competition Soft competition Open subordination Focused subordination Active avoidance Passiveavoidance Responsiveavoidance â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 16 Toward Conflict Management Fisher, Ury, and Patton (1991) outline four  principles that compose principled  negotiation – – – – McGraw­Hill Separate the people from the problem Focus on interests, not positions Inventoptionsformutualgain Seekobjectivecriteria â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 17 Toward Conflict Management Tubbs, Kryska, and Cooper (1997) propose  that one frequent source of conflict is the  leadership struggle between superior and  subordinate in decision making – The Continuum of Decision­Making Behavior  has been described as including four styles of  decision making: • • • • McGraw­Hill Tells Sells Consults Joins © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 18 Toward Conflict Management • Conflict resolution seems to improve as we  engage in certain behaviors – Set the stage for dialogue – Disengage your flight­fight response – State clearly and without anger, your needs and  self­interests, and listen carefully to those  expressed by others – Look below the surface of what is being said – Separate the person from the problem McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 19 Toward Conflict Management • Conflict resolution . . . (continued) – Brainstorm all potential solutions to your  conflict – Discuss collaboratively rather than aggressively – Use informal problem solving, mediation, and  other conflict resolution techniques – Let go of your judgments about the others and  focus instead on improving your own skills at  handlingtheirdifficultbehaviors McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 20 Toward Conflict Management Conflict resolution . . . (continued) – Don’t surrender just so the conflict will go  away – Recognize the larger organizational and social  issues that express themselves through conflict – Search for completion – Modify the agreement if necessary.  (adapted from Cloke and Goldsmith, 2000, pp. 14­18) McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Source: Adapted from Cloke and Goldsmith, 2000, pp. 14­18) Slide 21 Toward Conflict Management • Diane Yale (1988) outlines three approaches  to conflict that occur in the form of  metaphor – The competitive, adversarial metaphor • Often results in a winner and loser in the resolution  process – The problem­solving metaphor • If your [conflict] is focused on problem­solving,  everything that comes at you . . . is seen as a   problem or a solution – The creative orientation metaphor • Brings an innovative quality to group conflict  resolution McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 22 Toward Conflict Management Blake and Mouton’s Conflict Grid McGraw­Hill Source: Reproduced by permission from Robert R. Blake and Jane Syngley Mouton. “The Fifth Achievement.”  © 2004 The McGraw­Hill Companies, Inc. All rights reserved Journal of Applied Behavioral Science 6(4), 1970 Slide 23 Toward Conflict Management— Practical Tips Walker and Harris (1995) offer the following  practical tips for implementing the 9,9 style.  Encouraging behavior occurs when a team  member: 1. Avoids feelings or perceptions that imply the other  person is wrong or needs to change 2. Communicates a desire to work together to explore a  problem or seek a solution 3. Exhibits behavior that is spontaneous and destruction­ free McGraw­Hill © 2004 The McGraw­Hill Companies, Inc. All rights reserved Slide 24 Toward Conflict Management— Practical Tips Walker and Harris . . . (continued) 4. Identifies with another team member’s problems, shares  feelings, and accepts the team member’s reaction 5. Treats other team members with respect and trust 6. Investigates issues rather than taking sides on them – The same principles can be applied to negotiating with  others outside your team, or with a supplier or  customer(p.102) McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 25 Toward Conflict Management A Continuum of Decision­Making Behavior McGraw­Hill Source: From Stewart L. Tubbs. Empowerment (Ann Arbor, Mich.: U­Train, Inc., 1993), pp 5­9. Adapted from R. Tannenbaum and  © 2004 The McGraw­Hill Companies, Inc. All rights reserved H.W. Schmidt. “How to Choose a Leadership Pattern,” Harvard Business Review March­April, 1958 Slide 26 The Systems Approach • Conflict may have some desirable  consequences for the group • Conflict that gets out of control may be  destructive • We would expect more conflict­producing  behaviors from those high in aggression,  dominance,andtheneedforautonomy Perhapsoneofthemostimportantfactors relatedtoconflictisthestyleofleadership andtheresultinggroupnormsregarding conflict McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved ... Dooley and Fryxell (1999) found that conflict of  ideas at the early stage of decision making (idea  formulation) was desirable – That same conflict sometimes caused problems  at a later stage when the ideas actually had to ... Blake and Mouton (1 970 ) have proposed a scheme whereby we can try to avoid        win­lose situations and, when possible,  apply a win­win approach – The 1,1 style is the hands­off approach,  also  called avoidance... Slide 25 Toward Conflict Management AContinuumofDecisionưMakingBehavior McGrawưHill Source:FromStewartL .Tubbs. Empowerment(AnnArbor,Mich.:UưTrain,Inc.,1993),pp5ư9.AdaptedfromR.Tannenbaumand â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved