Chapter010

Chapter 10 -- Conflict Management

Teaching Notes

Since conflict is among the most common of human experiences, students should value this chapter. While people tend to view conflict as destructive, students will learn that, though inevitable, conflict need not be damaging. Indeed, the contemporary workplace may encourage conflict as a means of finding the best solution for a given problem.
Today's managers are likely to spend about 20 percent of their time dealing with conflict. The typical conflict is a petty complaint by one subordinate about another. Managers presented with this type of situation may wonder why people "just can't get along" and shrug off the conflict as a "personality clash." This chapter will help students improve their ability to identify the true cause of a conflict. The chapter explores the relationships among communication, perception, and conflict, thus enhancing students' understanding of ways that conflict is manifested.
Finally, students will learn how to analyze conflict and select from a list of five practical strategies for conflict resolution – avoiding, accommodating, compromising, forcing, and problem-solving. While each strategy is appropriate for a situation with certain characteristics, students will appreciate the superiority of the problem-solving strategy. This win-win strategy is used frequently to resolve clashes in teams, among coworkers, and with customers. Every contemporary manager should be competent in its application.

Questions for Class Discussion

1. Give an example in which selective attention has resulted in a conflict.

A typical example is this one presented by a student: At a recent meeting I attended, the leader of the group practiced selective attention when listening to the people within the group speak on a controversial proposal for rotating vacations. He was more attentive to remarks he wished to hear and not attentive to comments not in keeping with his opinion. This caused much conflict!

2. What is your definition of conflict?

Conflict is the result of an opposition of wishes which are perceived to be mutually exclusive.

3. What are the four axioms of conflict according to Watkins? How is each related to communication?

Conflict has several typical characteristics:
a. It requires at least two parties.
b. It develops because of mutually exclusive goals.
c. It involves parties who may have different values or perceptions.
d. It terminates only when each side is satisfied that it has “won” or “lost.”
The requirement of at least two parties exists for both conflict and communication. Through the communication process, conflict can be generated or resolved.

4. Consider the conflict that developed in the textile mill over raises. Write a note that would clarify the procedure for new employees.

The revised memorandum prepared by students should make the distinction between the two types of raises very clear. It should clarify the rationale behind the across the board raises and that behind the merit raises. The best revisions will be ones that not only inform the readers, but also motivate them.

5. Why can conflict be potentially beneficial?

Conflict can result in creative solutions because it may help to overcome psychological distortions and biases. Conflict thus promotes the unstructured thinking that may be required to develop novel solutions. Conflict may also result in improper communication.

6. Why can undetected latent conflict be potentially dangerous? Give a specific example.

Latent conflict can be dangerous because it is dynamic. People feel they are not getting their fair share. Thus great resentment and resulting dysfunction are often bred. For example, in a large company, employees of staff departments such as Personnel might feel that they are not getting their fair share of perquisites.

7. What are two possible causes of felt conflict?

Felt conflict is personalized conflict. Two causes of the felt component in conflicts commonly prevail. They are:
a. The inconsistency between the demands of an efficient organization and individual growth. Individuals and large organizations often find that their needs are not the same.
b. An employee may become totally and personally involved in the organization.
Felt conflict may be expressed through fear, threat, mistrust, or hostility.

8. Briefly explain each of the strategies of conflict resolution as presented in Figure 10-3.

Several strategies are commonly used for resolving conflict:
a. Accommodating—Disagreements are smoothed over so that surface harmony is maintained in a state of peaceful coexistence. However, giving in to the other side may result in a failure to achieve production goals. When the relationship is more important than the task, accommodating is an appropriate conflict resolution strategy.
b. Avoiding—Neutrality is maintained at all costs. Withdrawal ignores the need for a solution and relieves the necessity of dealing with situations that would arouse conflict. This strategy is appropriate when neither the task nor the relationship is important.
c. Forcing—Conflict is suppressed through an authority-obedience approach. Win-lose power struggles are fought out, and they are decoded by the highest authority figure or through third party arbitration. This strategy is appropriate when strong leadership is expected--as in a crisis--and when time is short. The damage to the relationship between the parties, however, makes this a high-cost strategy.
d. Compromising—Bargaining and middle ground positions are accepted in compromise situations and no one wins or loses everything. Compromises usually lead to workable rather than optimum solutions.
e. Problem Solving—Valid problem solving takes place with varying points of view objectively evaluated against facts; emotions, reservations, and doubts are examined and worked through. This strategy is called "win-win" because both the task and the relationship are enhanced.

9. Why do many managers not have the beliefs necessary for a win-win strategy?

Managers wishing to use the win-win approach must hold several beliefs:
a. Cooperation is better than competition.
b. The other parties involved in the conflict can be trusted.
c. Status differences between parties can be minimized in a conflict situation.
d. A mutually acceptable and desirable solution exists.

10. Add several other principles to the list of communication principles that are necessary for a win-win strategy.

Students should be encouraged to develop as many different alternatives as possible. Some possibilities are
a. Use nonverbal communication to encourage possible solutions from the other party. For example, lean forward to signal interest.
b. Create an environment similar to that of an interview. Avoid physical barriers.
c. Ensure, if parties are seated, that each chair is equally suitable. Discomfort may lead to poor communication.
d. Think before speaking.

Cases for Small Group Discussion

Case 10-1. Conflict over Job Duties

Linda Sims is the manager of the accounting department and Jose Martinez is the manager of the sales department for a production company. This is a fast-growing company, and the staff of the accounting department (11 employees) is often overwhelmed with work. Since the accounting department is located immediately next to the credit department, Ruth Rankin, the administrative assistant in credit, sometimes works on journal entries assigned to her by Sims. The company has experienced especially rapid growth over the past six months, which has caused everyone to be busier than usual. With the increase in sales volume, the credit office is under pressure to process applications more quickly, and Rankin is available to help Sims out with accounting overflow less often. Sims complains to Martinez that she needs Rankin to work in accounting more than he needs her in credit. Martinez' response is, "If I can't move the credit applications through the pipeline in a timely manner, soon there'll be no need for an accounting department, because this company will be out of business."

Case 10-1 Questions

1. What is the cause of this conflict?

The cause is allocational interdependence. Martinez and Sims are competing for Rankin’s labor.

2. Write a problem statement for this situation.

All of the required amount of work is not being completed.

3. If you were Sims, how would you approach Martinez in this situation?

Martinez should understand that certain accounting tasks are essential and that Rankin's help is equally important in both departments. He could be asked for suggestions.

4. What style did Sims initially use?

Sims initially attempted to manage the conflict by forcing the situation. She merely laid down the law to Martinez—“This is the way it’s going to be.”

5. What could Sims do to gain Martinez's cooperation rather than make him defensive?

To come to some kind of agreement. Sims could select the problem solving conflict management strategy. In this way, these opposing points of view could be weighed against the facts. Since both Sims and Martinez have equal power and authority in the organization, and both department's functions are essential, collaboration is the key.

Case 10-2. Conflict between the Team Members

Rod Edwards, the advertising manager for Waterlite Advertising and Associates, has two assistants. One is Gina Reese, an account executive who gets clients for the company. Edwards’s second assistant is Mina Patel, a copywriter. She does the actual writing and designing of the ads for the clients. Reese and Patel usually have a close working relationship because they work as a team on all clients’ accounts. Reese gets the clients and discusses their needs with them. Afterward, she tells Patel about the conversation and the clients’ needs so Patel can design the right ad. Once Patel finishes the ad, Reese presents it to the client. If the ad is a success, it is usually Reese who gets the praise and recognition because she is the one who interfaces with the client. In the past, Patel was not bothered by the recognition Reese got because she always knew she was the one who designed the ad. But the last ad Patel designed brought in a $1 million contract to the firm. Edwards immediately gave Reese a raise for bringing in the client but did not give Patel any recognition. Naturally, this caused friction between Reese and Patel, and their relationship began to deteriorate. Four days after Reese got the raise, their conflict reached a climax. Reese borrowed Patel’s stapler (a trivial occurrence) and forgot to return it. Patel caused a scene and refused to talk to Reese for the next few days. The problem was brought to Edwards’ attention because his department's productivity was declining. For the ads to be developed, the assistants had to work as a team. Edwards called both employees into his office and immediately started lecturing them. He insisted they get along and begin working on the next ad. He told them he expected an ad finished by noon the following day. Reese and Patel walked out of Edwards’ office without resolving the problem. They did get some work done the next day, but their close relationship was never resumed.

Case 10-2 Questions

1. What kind of conflict resolution strategy did Edwards use? What kind should he have used?

Edwards forced the situation. He should have tried problem solving.

2. This is an example of destructive conflict. Could it develop as a constructive situation?

Yes, Edwards could optimize the conflict. It may lead to more customers, better ads produced, and greater compatibility between worker.

3. What steps should Edwards have followed to develop a win-win strategy?

Edwards should have first been aware of the key communication principles called for. Then he should have
a. reviewed and adjusted the conflict conditions.
b. reviewed and adjusted the perceptions.
c. reviewed and adjusted the attitudes.
d. defined the problem.
e. initiated a joint search for alternatives.
f. evaluated the alternatives in light of criteria.
g. identified the best alternative.

Small Group Exercise
Divide the class into groups of five. Give them the following scenario. Ask them to reach consensus on the solution, using the Rational Problem Solving Process described in the chapter.

The Realty Tangle Doris D. Phillips, University of Mississippi

Kilgore and Mitchell, Realtors, is a Mississippi real estate firm that has been in business for 15 years and has a strong local and regional reputation. Partners James J. Kilgore and Donald O. Mitchell are assisted by six full-time salespeople, two part-time salespeople, and two full-time secretaries. Until recently they had enjoyed a harmonious office atmosphere.

Virginia Bolt has been with the firm in part-time sales for about five years and has built a reasonably large clientele. Before joining Kilgore and Mitchell she worked a total of 25 years in various clerical positions in banks and with governmental agencies. She had excellent clerical skills but was unable to remain long in any job because of an inability to get along with people.

Her recent actions indicate a renewal of the old people problem. In addition to antagonizing other salespeople in the firm by undercutting and backstabbing, she has allegedly violated an important point in realty ethics by advertising property in her own name with no reference to Kilgore and Mitchell as her employers.

Mitchell wants to release Virginia from her position with the firm. He believes that her unethical actions could damage the firm’s good name. He also thinks that her personality is disrupting an otherwise smooth operation.

Kilgore wishes to give Virginia another chance. His reasoning is that her successful record in sales outweighs her shortcomings in other areas.

Task: In groups of five, use the Rational Problem Solving Process to make the management decision about Virginia’s future with the firm.

Relevant Websites

www.crinfo.org
CRInfo
A conflict resolution "super site" funded by the Hewlett Foundation. This site links you to up-to-the-minute conflict resolution-related stories from major online newspapers and other publications. Topics include: arbitration, consensus building, mediation, negotiation, peace building, training, and jobs. Links to scholars, research centers, and practioners are also provided.

http://www.acrnet.org
Association for Conflict Resolution
ACR is a professional organization dedicated to enhancing the practice and public understanding of conflict resolution.

http://www.teambuildinginc.com/tps/031c.htm
Team Problem Solver
Lists common causes of conflict as well as tips on how to resolve conflict.

http://www.iimcr.org
The Institute for International Mediation and Conflict Resolution
Links to information about global conflict situations and human rights violations. This site will be of particular interest to international business students.