Managing Conflict Flashcards
Define conflict
Refers to perceived incompatible difference that result in interference or opposition
Relational Conflicts refers to
interpersonal difference
“personality clash”
Define Esteem issues
Airse as a result of a real or imagined lack of respect for the individual worth, significance and utility a member(s) to the group
Define Need for Control Issue
Need to feel that we have influence on others and our environment
Conflict arises when one person’s need for control conflicts with another persons
Define Affiliation Issues
Refers to the need of being liked, including receiving affection
Absence of affiliation increases conflict
Relational Issues
May control success of groups
Often ignored as a result of the inability of group members to express needs of esteem, control and affiliation
Define Content Conflict
Develop as a result of disagreements over issues related to policies and procedures
Content conflic focuses on differences in:
Personal beliefs and values
Differences in goals achievement (procedural or substantive conflict)
Define Procedural conflict
Members agree upon goals but not how to achieve them
Define Substantive conflict
Disagree of the substance of the goal
Define Avoidance Style
Tendency to withdraw from conflict situations or to remain neutral
Unassertive and uncooperative
Avoidance style is appropriate when an issue is:
Trivial
There is no chance of winning
When a delay to gather more info is needed
When a disruption would be very costly
Define Smoothing Style
Tendency to minimize or suppress difference and to emphasize common interest
Shows concern about the emotional aspects of the conflict but it exhibits little interest in working on the root
Cooperative and unassertive
Smoothing style is effective short term when:
The individuals are locked in explosive emotional conflict
Keeping harmony and avoiding disruption are important
When the conflicts are based on personalities and cannot be easily resolved
Define Forcing Style
Tendency to use power to make others agree
Produces outcomes that are satisfactory to only one party
Saps the other’s work motivation bc their interest aren’t being considered
Assertive and uncooperative
Forcing style is necessary in what situations?
Emergencies requiring quick action
For long-term organization effectiveness and survival
Action needed for self-protection and stop others from taking advantage of him/her
Define Compromise Style
Tendency to effect agreement by sacrificing some of one’s own interest
Neither assertive/unassertive or cooperative/uncooperative
Compromise style is appropriate when:
The goals on both sides are equally importnat
Opponents have equal power and both want to split the difference
People need to arrive at temporary or expedient solution under time pressure
Define Collaborative Styel
Tendencies to id the cause of conflict, share information and seek a mutually beneficial solution
Conflicts are recognized openly and evaluated by all concerned
Share, examine and assess the reason for conflict occurs
Assertive and cooperative
Collaborative style is appropriate when:
Parties involved have one or more common objectives and disagree mainly over the best means to achieve them
Consensus should lead to the best overall solution to the conflict
Need to make high quality decisions on the basis of expert judgment and the best information available
Some conflicts are unmanageable like:
When antagonisms are deeply rooted
When one or both parties wish to prolong a conflict
When emotions run so high that constructive interaction is impossible
Efforts to manage the conflict are unlikely to meet with much success
What to do upon entering a conflict situation?
Evaluate the conflict players (view through the eyes of the conflicting parties)
Assess the sources of the conflict (communication, structural or personal differences)
Ask questions and analyze what you hear
Paraphrase
Avoid interrupting the speaker
Don’t over talk
Make smooth transitions from the role of speaker and listener
Constrain emotions
Watch nonverbal cues
Define Communication Differences
Disagreement arising from semantic difficulties, misunderstanding and noise in the communication channel
Overcoming communication barriers:
Use feedback (ask if they understand, ask questions)
Simplify language
Listen actively
Develop effective listening skills by:
Making eye contact
Exhibiting affirmative nods and appropriate facial gestures
Avoid distracting actions or gestures
Define Structural differences
Create problems of integration
Individuals disagree over goals, decisions alternatives, performance criteria, and resource allocations
Not due to poor communication or personal animosities
Rooted in the structure of the organization itself
Define Personal Differences
Conflict can evolve out of individual idiosyncrasies and personal value systems
Such as background, education, experience and training mold each individual into a unique personality with a particular set of values
Results in people who may be perceived by others as abrasive, untrustworthy or strange
Out-group members may:
Sense they are in opposition to the larger group
Be unable to identify with the beliefs, norms or values of the dominant group
Be excluded by the larger group
Lack vital communication/social skills need to relate to others
The presence of out-group members may negatively impact:
The development of a sense of community
The development of the communities synergy
Do not receive the respect of others in the group/organization
Harness the energy of out-group member via
Attentively listen to out-group members both what they are saying and what they mean
Display empathy
Recognize contributions of out-group members
Help out-group members feel included
Leadership works to create a special relationship with each
Give out-group members a voice and empower them to act
