2. CONFLICT 2 Sources of organizational conflict Organizational Conflict Incompatible Cultures Scarce Resources Incompatible Time Horizons Incompatible Goals Status Inconsistency Overlapping Authority Inequitable Rewards Task Dependency
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7. Assertiveness Low High Compete Collaborate Compromise Accommodate Avoid CONFLICT 7 Cooperation Low High
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9. CONFLICT 9 Positive Intentions and Values of Conflict Styles Adapted from K. W. Thomas and G. F. Thomas, Introduction to Conflict and Teams Competers Advocate strong positions that have merit Value conviction, candor, courage, action, force Collaborators Seek win-win solutions Value innovation, analysis, openness, learning, consensus, feedback Compromisers Provide balance Value moderation, pragmatism, reciprocity, exchange, bargaining Avoiders Manage time costs Value personal time & energy, prudence, agreement, neutrality Accommodators Build goodwill & cohesion Value support, generosity, conformity, harmony & peace
13. CONFLICT 13 4 behavioral blocks to managing conflict 1. Rigid Too committed, hard to give in Don’t like changing my mind Neglect others’ opinions Won’t admit I’m wrong 2. Irresolute Don’t interrupt others Tend to yield my position Others often neglect my views Don’t oppose team consensus 3. Intrusive Tend to take charge Over-defend my position My way is best Always want to get involved 4. Aloof Avoid confrontation Prefer to delegate Stay calm, don’t show emotion Prefer logic to persuasion
14. CONFLICT 14 Here is a 4 step method for dealing with conflict 1. Diagnose Clarify critical issues Identify stakeholders Assess sources of conflict 2. Plan Recognise your styles Minimise blocks Plan your strategy 4. Implement Carry out the plan Evaluate outcomes Follow up 3. Prepare Problem-solve Practise
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