{"id":102,"date":"2014-08-16T20:34:20","date_gmt":"2014-08-16T20:34:20","guid":{"rendered":"https:\/\/courses.candelalearning.com\/orgbehavior1xmaster\/?post_type=chapter&p=102"},"modified":"2019-04-15T19:56:22","modified_gmt":"2019-04-15T19:56:22","slug":"10-4-conflict-management","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/suny-orgbehavior\/chapter\/10-4-conflict-management\/","title":{"raw":"10.4 Conflict Management","rendered":"10.4 Conflict Management"},"content":{"raw":"
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Learning Objectives<\/h3>\r\n
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  1. Understand different ways to manage conflict.<\/li>\r\n \t
  2. Understand your own communication style.<\/li>\r\n \t
  3. Learn to stimulate conflict if needed.<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>\r\n<\/div>\r\n
    \r\n\r\nThere are a number of different ways of managing organizational conflict, which are highlighted in this section. Conflict management<\/span><\/span> refers to resolving disagreements effectively.\r\n
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    Ways to Manage Conflict<\/h2>\r\n
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    Change the Structure<\/h3>\r\nWhen structure is a cause of dysfunctional conflict, structural change can be the solution to resolving the conflict. Consider this situation. Vanessa, the lead engineer in charge of new product development, has submitted her components list to Tom, the procurement officer, for purchasing. Tom, as usual, has rejected two of the key components, refusing the expenditure on the purchase. Vanessa is furious, saying, \u201cEvery time I give you a request to buy a new part, you fight me on it. Why can\u2019t you ever trust my judgment and honor my request?\u201d\r\n\r\nTom counters, \u201cYou\u2019re always choosing the newest, leading-edge parts\u2014they\u2019re hard to find and expensive to purchase. I\u2019m supposed to keep costs down, and your requests always break my budget.\u201d\r\n\r\n\u201cBut when you don\u2019t order the parts we need for a new product, you delay the whole project,\u201d Vanessa says.\r\n\r\nSharon, the business unit\u2019s vice president, hits upon a structural solution by stating, \u201cFrom now on, both of you will be evaluated on the total cost and the overall performance of the product. You need to work together to keep component costs low while minimizing quality issues later on.\u201d If the conflict is at an intergroup level, such as between two departments, a structural solution could be to have those two departments report to the same executive, who could align their previously incompatible goals.\r\n\r\n<\/div>\r\n<\/div>\r\n<\/div>\r\n
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    Change the Composition of the Team<\/h3>\r\nIf the conflict is between team members, the easiest solution may be to change the composition of the team, separating the personalities that were at odds. In instances in which conflict is attributed to the widely different styles, values, and preferences of a small number of members, replacing some of these members may resolve the problem. If that\u2019s not possible because everyone\u2019s skills are needed on the team and substitutes aren\u2019t available, consider a physical layout solution. Research has shown that when known antagonists are seated directly across from each other, the amount of conflict increases. However, when they are seated side by side, the conflict tends to decrease.<\/span>\r\n\r\n<\/div>\r\n
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    Create a Common Opposing Force<\/h3>\r\nGroup conflict within an organization can be mitigated by focusing attention on a common enemy such as the competition. For example, two software groups may be vying against each other for marketing dollars, each wanting to maximize advertising money devoted to their product. But, by focusing attention on a competitor company, the groups may decide to work together to enhance the marketing effectiveness for the company as a whole. The \u201cenemy\u201d need not be another company\u2014it could be a concept, such as a recession, that unites previously warring departments to save jobs during a downturn.\r\n\r\n<\/div>\r\n
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    Consider Majority Rule<\/h3>\r\nSometimes a group conflict can be resolved through majority rule. That is, group members take a vote, and the idea with the most votes is the one that gets implemented. The majority rule approach can work if the participants feel that the procedure is fair. It is important to keep in mind that this strategy will become ineffective if used repeatedly with the same members typically winning. Moreover, the approach should be used sparingly. It should follow a healthy discussion of the issues and points of contention, not be a substitute for that discussion.\r\n\r\n<\/div>\r\n
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    Problem Solve<\/h3>\r\nProblem solving is a common approach to resolving conflict. In problem-solving mode, the individuals or groups in conflict are asked to focus on the problem, not on each other, and to uncover the root cause of the problem. This approach recognizes the rarity of one side being completely right and the other being completely wrong.\r\n\r\n<\/div>\r\n
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    Conflict-Handling Styles<\/h2>\r\nIndividuals vary in the way that they handle conflicts. There are five common styles of handling conflicts. These styles can be mapped onto a grid that shows the varying degree of cooperation and assertiveness each style entails. Let us look at each in turn.\r\n
    \r\n\r\n[caption id=\"\" align=\"aligncenter\" width=\"500\"]\"\"<\/a> Figure 10.6<\/strong> Conflict-Handling Styles[\/caption]\r\n\r\n<\/div>\r\n
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    Avoidance<\/h3>\r\nThe avoiding<\/span><\/span> style is uncooperative and unassertive. People exhibiting this style seek to avoid conflict altogether by denying that it is there. They are prone to postponing any decisions in which a conflict may arise. People using this style may say things such as, \u201cI don\u2019t really care if we work this out,\u201d or \u201cI don\u2019t think there\u2019s any problem. I feel fine about how things are.\u201d Conflict avoidance may be habitual to some people because of personality traits such as the need for affiliation. While conflict avoidance may not be a significant problem if the issue at hand is trivial, it becomes a problem when individuals avoid confronting important issues because of a dislike for conflict or a perceived inability to handle the other party\u2019s reactions.\r\n\r\n<\/div>\r\n
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    Accommodation<\/h3>\r\nThe accommodating<\/span><\/span> style is cooperative and unassertive. In this style, the person gives in to what the other side wants, even if it means giving up one\u2019s personal goals. People who use this style may fear speaking up for themselves or they may place a higher value on the relationship, believing that disagreeing with an idea might be hurtful to the other person. They will say things such as, \u201cLet\u2019s do it your way\u201d or \u201cIf it\u2019s important to you, I can go along with it.\u201d Accommodation may be an effective strategy if the issue at hand is more important to others compared to oneself. However, if a person perpetually uses this style, that individual may start to see that personal interests and well-being are neglected.\r\n\r\n<\/div>\r\n
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    Compromise<\/h3>\r\nThe compromising<\/span><\/span> style is a middle-ground style, in which individuals have some desire to express their own concerns and get their way but still respect the other person\u2019s goals. The compromiser may say things such as, \u201cPerhaps I ought to reconsider my initial position\u201d or \u201cMaybe we can both agree to give in a little.\u201d In a compromise, each person sacrifices something valuable to them. For example, in 2005 the luxurious Lanesborough Hotel in London advertised incorrect nightly rates for \u00a335, as opposed to \u00a3350. When the hotel received a large number of online bookings at this rate, the initial reaction was to insist that customers cancel their reservations and book at the correct rate. The situation was about to lead to a public relations crisis. As a result, they agreed to book the rooms at the advertised price for a maximum of three nights, thereby limiting the damage to the hotel\u2019s bottom line as well as its reputation.<\/span>\r\n\r\n<\/div>\r\n
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    Competition<\/h3>\r\nPeople exhibiting a competing<\/span><\/span> style want to reach their goal or get their solution adopted regardless of what others say or how they feel. They are more interested in getting the outcome they want as opposed to keeping the other party happy, and they push for the deal they are interested in making. Competition may lead to poor relationships with others if one is always seeking to maximize their own outcomes at the expense of others\u2019 well-being. This approach may be effective if one has strong moral objections to the alternatives or if the alternatives one is opposing are unethical or harmful.\r\n\r\n<\/div>\r\n
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    Collaboration<\/h3>\r\nThe collaborating<\/span><\/span> style is high on both assertiveness and cooperation. This is a strategy to use for achieving the best outcome from conflict\u2014both sides argue for their position, supporting it with facts and rationale while listening attentively to the other side. The objective is to find a win\u2013win solution to the problem in which both parties get what they want. They\u2019ll challenge points but not each other. They\u2019ll emphasize problem solving and integration of each other\u2019s goals. For example, an employee who wants to complete an MBA program may have a conflict with management when he wants to reduce his work hours. Instead of taking opposing positions in which the employee defends his need to pursue his career goals while the manager emphasizes the company\u2019s need for the employee, both parties may review alternatives to find an integrative solution. In the end, the employee may decide to pursue the degree while taking online classes, and the company may realize that paying for the employee\u2019s tuition is a worthwhile investment. This may be a win\u2013win solution to the problem in which no one gives up what is personally important, and every party gains something from the exchange.\r\n\r\n<\/div>\r\n
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    Which Style Is Best?<\/h2>\r\nLike much of organizational behavior, there is no one \u201cright way\u201d to deal with conflict. Much of the time it will depend on the situation. However, the collaborative style has the potential to be highly effective in many different situations.\r\n\r\nWe do know that most individuals have a dominant style that they tend to use most frequently. Think of your friend who is always looking for a fight or your coworker who always backs down from a disagreement. Successful individuals are able to match their style to the situation. There are times when avoiding a conflict can be a great choice. For example, if a driver cuts you off in traffic, ignoring it and going on with your day is a good alternative to \u201croad rage.\u201d However, if a colleague keeps claiming ownership of your ideas, it may be time for a confrontation. Allowing such intellectual plagiarism to continue could easily be more destructive to your career than confronting the individual. Research also shows that when it comes to dealing with conflict, managers prefer forcing, while their subordinates are more likely to engage in avoiding, accommodating, or compromising. It is also likely that individuals will respond similarly to the person engaging in conflict. For example, if one person is forcing, others are likely to respond with a forcing tactic as well.\r\n\r\n<\/div>\r\n<\/div>\r\n
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    What If You Don\u2019t Have Enough Conflict Over Ideas?<\/h2>\r\nPart of effective conflict management is knowing when proper stimulation is necessary. Many people think that conflict is inherently bad\u2014that it undermines goals or shows that a group or meeting is not running smoothly. In fact, if there is no conflict, it may mean that people are silencing themselves and withholding their opinions. The reality is that within meaningful group discussions there are usually varying opinions about the best course of action. If people are suppressing their opinions, the final result may not be the best solution. During healthy debates, people point out difficulties or weaknesses in a proposed alternative and can work together to solve them. The key to keeping the disagreement healthy is to keep the discussion focused on the task, not the personalities. For example, a comment such as \u201cJack\u2019s ideas have never worked before. I doubt his current idea will be any better\u201d is not constructive. Instead, a comment such as \u201cThis production step uses a degreaser that\u2019s considered a hazardous material. Can we think of an alternative degreaser that\u2019s nontoxic?\u201d is more productive. It challenges the group to improve upon the existing idea.\r\n\r\nTraditionally, Hewlett-Packard Development Company LP was known as a \u201cnice\u201d organization. Throughout its history, HP viewed itself as a scientific organization, and their culture valued teamwork and respect. But over time, HP learned that you can be \u201cnice to death.\u201d In fact, in the 1990s, HP found it difficult to partner with other organizations because of their culture differences. During role plays created to help HP managers be more dynamic, the trainers had to modify several role-plays, because participants simply said, \u201cThat would never happen at HP,\u201d over the smallest conflict. All this probably played a role in the discomfort many felt with Carly Fiorina\u2019s style as CEO and the merge she orchestrated with Compaq Computer Corporation, which ultimately caused the board of directors to fire Fiorina. On the other hand, no one is calling HP \u201ctoo nice\u201d anymore.\r\n
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    OB Toolbox: How Can You Stimulate Conflict?<\/h3>\r\n