Dr. Rick Goodman lists some of the most common causes of conflict, and some tips for managing it. For more information on conflict management and workplace conflict resolution visit http://www.rickgoodman.com or http://advantagecontinuingeducationseminars.com/

1. Conflict Management

2. Establishing Rapport
"People do business with people
who they like who are like
them."- Dr. Rick Goodman

3. Solution
The act, method or process of
solving a problem the answer to a
problem, an explanation,
clarification.

4. Conflict Is Inevitable
Being able to constructively handle disagreements is
central to personal satisfaction and getting along in
an organization.
It is considered one of the more difficult
communication skills to master, because most
people find it extremely stressful.

5. Conflict Is Good
Commitment to organizational goals is desirable and
two different opinions can often lead to a better, more
clearly defined purpose when people are willing to
work through conflict.
It can be challenging and stimulating to work to
improve the quality of decisions products processes
and overall understanding.

6. Conflict Is Good
Conflict that is not addressed on the other hand is
destructive. It can lead to lower productivity and
poor relationships.
The better we develop skills to manage conflict, the
better we contribute to the overall health of the
organization.

7. The Ingredients of Conflict

8. Values
Values or beliefs or principles, we considered to be very
important.
Serious conflicts arise when people hold incompatible
values, or when the values are not very clear.
Conflicts also arise when one refuses to accept the fact
that the other party holds something as a value rather
than a preference.

9. Feelings and Emotions
Many people let their feelings and emotions become
a major influence over how they deal with conflict.
Conflicts could also occur because people ignore
their own or others’ feelings and emotions.
Other conflicts occur when feelings and emotions
differ over a particular issue.

10. Taking Ownership of Your Feelings
Taking ownership of your personal feelings
requires accepting responsibility for all that
occurs in your life.

11. Foundation for Understanding Conflict
In dealing with customers or other types of
relationships, it is important to let go of whatever you
believe other people have done to you, whatever you
think you’ve done to them.
The resentment you feel towards someone or the
organization will block you from finding
peacefulness.

12. Foundation for Understanding Conflict
When you get caught up in the feelings associated
resentment it sets you up for conflict with the world.
Resentment slows down the process of relieving the
feelings of frustration, conflict, hurt, and anger.
Affixing blame in a customer service situation is a
waste of time and energy. Instead, use your energy
to seek a solution.

13. Instant Unconditional Forgiveness
The ability to forgive yourself and others
lets you begin to see yourself and others
as blameless!

14. Forgiveness
Forgiveness is a gift, you offer the other person.
The act of forgiveness changes your mind and
makes you more productive.
Take charge of forgiving the other person and watch
your strength of character and understanding grow.
Forgiveness allows you to stop evaluating and begin
accepting the other person as a good person.

15. Traditional View of Conflict
Conflict must be avoided and it is an indication of
malfunction within the group.
All conflicts are seen as bad.
Conflict was viewed as violence, destruction and
irrational to reinforce its negative connotation.

16. Human Relation View of Conflict
Conflict was a natural occurrence in old groups and
organizations.
As conflict is inevitable, it should be accepted.
Conflict may be a benefit of groups performance.

17. Functional Conflict
Conflict that supports the goals of the group and
improves its performance.
Functional conflict refers to a confrontation between
two parties that improves or benefits, the
organization’s performance.
At the individuals level, functional conflict can create
a number of desirable conflicts.

18. Functional Conflict
Individuals require a certain level of stimulation and
excitement to feel enthusiasm about their work
To produce the desired results, however, the conflict
must somehow be limited or contained to appropriate
levels of interest.

19. Dysfunctional Conflict
Conflict that hinders the group’s performance is
called dysfunctional conflict.
It refers to any interaction between two parties that
hinders or destroys the achievement of organization
or group goals.

20. Intentions
Intentions form the basis for
decisions to act in a given way in a
conflict episode.

21. Behavior
Conflicts become visible and behavior is visible.
This stage include stalemates, also there is action
and reaction exhibited by the conflicting parties.

22. Conflict Management Techniques
Check Back Your Key to Delegation Success
The Three F’s
 Feel
 Felt
 Found

23. Conflict Management Techniques
Problem-Solving:
Face-to-Face meeting of the conflicting parties for the
purpose of identifying problems and resolving them for
open discussion.
Subordinate Goals:
Creating a shared goal that cannot be attained without the
cooperation of each of the conflicting parties.

24. Conflict Management Techniques
Expansion of Resources:
When the conflict is caused by the scarcity of her
resource ex: money promotion opportunities etc. It is
here that the office can create a win-win solution.
Avoidance:
This is indicated by withdrawal from or suppression
of the conflict.

25. Conflict Management Techniques
Smoothing:
This results from playing down differences while emphasizing
common interest between conflicting parties.
Altering the Human Variable:
The method of using behavioral change techniques, such as
human relation training to alter attitudes and the behavior that
can cause conflicts.

26. Conflict Management Techniques
Authoritative Command:
Management uses its formal authority to resolve the conflict. It
then communicates its desires to the parties involved.
Compromise:
Each party needs to give up some of the requests to the other.

27. Conflict Management Techniques
Altering the Structural Variables
Changing the formal organization structure and the
interaction patterns of conflicting parties through job
redesign, transfers, etc.

28. Conflict Stimulation Techniques
Communication:
Using ambiguous or threatening messages to increase conflict levels.
Bringing in Outsiders:
Any employees to a group whose backgrounds, values, attitudes or
managerial style differ from those of the present members.
Restricting the Organization:
Realizing workgroups, altering rules and regulations, increasing
interdependence and making similar structural changes to disrupt the
status.

29. Three Classes of Conflict
Individual Conflict
Organizational Conflict
Inter-Organizational Conflict

30. Individual Conflict
The individual is not in a position to make a decision
about certain matters.
He/She faces difficulty in choosing a course of action
out of various alternative courses of action, which are
either unacceptable or uncertain.
Management to help the individual in such a situation
by providing counseling services to them.

31. Intra-Group conflict arises in 3 ways
When the group faces a novel problem.
When new values are imported from the social
environment into the group.
When a person’s extra-group role comes in conflict with
the intra-group role.

32. Inter-Group Conflict
There is existence of a positively felt need for joint
decision-making.
There is a differentiation of goals.
There is a difference in perception of reality.

33. Inter-Organizational Conflict
These arise out of daily contact between the
organizations
They are generally resolved through a bargaining
process between organizations.

34. Approaches to the Resolution of
Conflicts
“Conflict is inevitable; agreement is possible”
On this view, one may decide to fight it out.
This would result in a win lose power struggle.

35. Approaches to the Resolution of
Conflicts
“Conflict may be inevitable, but agreement is not
possible.”
On this assumption the parties may decide to
withdraw from interaction or become indifferent to the
problems.
This approach may provide temporary satisfaction to
some and benefits to others.

36. Approaches to the Resolution of
Conflicts
“Although conflict may arise in various situations
agreement is possible”
This is regarded as the most positive approach to
deal with conflicts.
Here, both parties would recognize that there is a
need to solve the problem.

37. Five-Step Model for Managing Conflict
Analyze the Conflict
Determine the Management Strategy
Pre-Negotiation
Negotiation
Post-Negotiation

38. Step One: Analyze the Conflict
The first step in managing conflict is to analyze the
nature and type of conflict.
This is achieved by the technique of asking open-
ended questions.

39. Step Two: Determine Management Strategy
When you have a general understanding of the
conflict. The groups involved will need to analyze
and select the most appropriate approach.
In some cases it may be necessary to have a neutral
facilitator to help move the group towards
consensus.

40. Conflict Management Styles
Collaboration
This results from a high concern for the group’s own
interests, matched with a high concern for the
interests of other partners.
The outcome is win-win.
This strategy is generally used when the concern for
others is important.

41. Collaboration
It is also the best strategy when society’s interest is
at stake.
This approach helps build commitment and reduce
bad feelings.
The drawbacks are that it takes time and energy.
Is regarded as the best approach.

42. Compromise
This results from a high concern for the group’s own
interests, along with a moderate concern for the
interests of other partners.
The outcome is some win and some lose.
This strategy is generally used to achieve temporary
solutions, to avoid destructive power struggles or
when time is limited.

43. Compromise
One drawback is that partners can lose sight of
important values and long-term objectives.
This approach could also distract the partners from
the merits of the issue and create a cynical climate.

44. Competition
This strategy results from a high concern for the
group’s own interests with less concern for others.
The outcome is win/ lose.
The strategy includes most attempts at bargaining.

45. Competition
It is generally used when basic rights are at stake or
to set a precedent.
However, it can cause the conflict to escalate and
losers may want to retaliate.

46. Accommodation
This results from a low concern for the group’s own
interests, combined with a high concern for the
interest of others.
The outcome is a lose/win.
This strategy is generally used when the issues are
more important to others than to oneself.

47. Accommodation
It is a gesture of goodwill.
It is also appropriate when you recognize that you are
wrong.
The drawbacks are that one’s own ideas and concerns
don’t get attention
You may also lose credibility and future influence.

48. Avoidance
This results from a low concern for the group’s own
interests coupled with a low concern for the interests
of others.
The outcome is lose/lose.
The strategy is generally used when the issue is
trivial or other issues are more pressing.

49. Avoidance
It is also used when confrontation has a high
potential for damage or more information is needed.
One of the drawbacks is that important decisions
may be made by default.

50. TAKE ADVANTAGE OF YOUR NATURAL STYLE
If you are competing:
Let go of your position for a moment. Think about what
the other person needs and wants.
Work with others to identify underlying concerns and
issues.
Consider all the options, and how all the parties stand to
benefit from each one.

51. TAKE ADVANTAGE OF YOUR NATURAL STYLE
If you are accommodating or avoiding
Focus on your own concerns. What are your needs and
goals?
Give yourself time to gather data that support your case—
your goals and the reasons they matter.
If you sense that a confrontation is brewing, don’t just give
up. Objectively present your point of view while providing
data to support it.

52. TAKE ADVANTAGE OF YOUR NATURAL STYLE
If you are compromising
Slow down. Don’t always choose the fastest solution.
Take your time to find alternatives that really work for
everyone.

53. TAKE ADVANTAGE OF YOUR NATURAL STYLE
If you are collaborating
Make your thinking explicit when you’re at the table.
Help your colleagues understand how you work with
others to find solutions that benefit everyone.

54. TURF GUARDING
The protection of perceived personal power, status,
and responsibility — is a covert part of every
workplace environment.
It is usually subtle even to the employees engaged in
it.
It occurs on every level, from the receptionist to the
CEO of an organization.

55. Signs and Symptoms
1. Backbiting
2. Undermining activities
3. Cloistering
4. The blame game
5. Non-productive and chaotic meetings

56. Signs and Symptoms
6. Tension
7. Power brokering
8. Withholding of information
9. Sabotage

57. Conflict Resolution Ground Rules
Start with a positive expectation.
Preserve dignity and respect.
Listen with empathy by using active
listening skills.
Stop trying to change the other person's
values.

58. Conflict Resolution Ground Rules
Express your own perspective with sincerity.
Take ownership of expressing your wants and
needs.
Adopt a problem solving approach to ending
conflict.

59. Step Four: Negotiation
Interests:
During negotiation, be sure to openly discuss
interests rather than stated positions.
Interests include the reasons, needs, concerns
and motivating underlying positions.
Satisfaction of interest should be the common
goal.

60. Step Four: Negotiation
Options:
You should concentrate on inventing options for
satisfying interests.
You should not judge ideas or favor any of the
options suggested.
You should encourage creativity, not commitment.

61. Step Four: Negotiation
Evaluation:
Only after the partners have finished listing options
should the options be discussed.
All should determine together, which ideas are best
for satisfying various interests.

62. Step Four: Negotiation
Written agreement:
Make sure to note areas of agreement and
disagreement to ensure common understanding is
documented.
This helps ensure that agreements can be
remembered and communicated clearly.

63. Step Four: Negotiation
Commitment:
Every partner must be confident that the others will
carry out their part of the agreement.
All should discuss and agree upon methods to
ensure that the partners understand and honor their
commitments.

64. Step Five: Post-Negotiation
Once negotiations are complete the group will need
to implement the decisions made.
Some key steps include:
Ratification
Implementation

65. Conflict Solving Formula
Take time to listen.
Make certain you understand.
Think about the other person's point of view.
Concentrate on the problem and not the person.
Allow the other person to express their anger, it’s
theirs not yours.

66. Conflict Solving Formula
Realize you can disagree agreeably.
Your own resistance has an impact on the resistance of
others.
Think in terms of helping each other get what you want.
Feel your feelings and express them honestly.

67. Positive Aspects of Conflict
Conflict provides an opportunity for releasing tension
which otherwise would remain suppressed.
The thinking process followed by the conflict may
lead to innovation and policies, procedures and
behavior.
Conflict compels the individuals of a group to think
again and again before adopting a course of action.

68. Positive Aspects of Conflict
Conflict brings about group cohesiveness among its
members.
Conflict helps identifying the weakness in the system.
Conflict is a test of capacities of the individual and the
group.

69. Dr. Rick Goodman
7247 NW 22nd Drive
Pembroke Pines, FL 33024
P 888 267 6098 | F 954 404 6402
Rick@RickGoodman.com
www.RickGoodman.com