Conflict Management Catherine Yang EDUCAUSE Conflict Management What

Conflict Management Catherine Yang, EDUCAUSE

Conflict Management What Is Conflict? Conflict Styles Tools for Managing Conflict

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Emotion § Emotions have the potential to play either a positive or negative role in negotiation. § Negative emotions can cause intense and even irrational behavior, and can cause conflicts to escalate and negotiations to break down. § Positive emotions facilitate reaching an agreement and help to maximize joint gains.

Unresolved Conflict? What does this lead do? Why do people prefer this? What role does fear play?

Conflict is a struggle between at least two parties who perceive they have incompatible goals.

Conflict In Higher Ed § Organizational Dynamics § Culture and Traditions § Policies and Procedures § Institutional Structure and History § Individual Responses to Conflict

Conflict – Negative § Wasted resources and energy spent dealing with the conflict § Decreased productivity § Lowered motivation § Decreased morale § Poor decision-making § Trust Issues § Toxic culture

Conflict – Positive § Better information § Better choices § Reduces anxiety § Encourages collaboration § Increases understanding § Speeds decision making

Conflict Management The tools, process and procedure for managing conflict

Conflict Styles Kilmann Thomas

Conflict Styles § Competing § Accommodating § Avoiding § Compromising § Collaborating

Conflict Styles- Competing § Quick, decisive action is vital-e. g. , emergencies § On important issues where unpopular courses of action need implementing-e. g. , cost cutting, enforcing unpopular rules, discipline § On issues vital to group welfare when you know you're right § To protect yourself against people who take advantage of noncompetitive behavior.

Conflict Styles – Accomodating § The issue is much more important to the other person than to you, and as a goodwill gesture to help maintain a cooperative relationship; § To build up social credits for later issues which are important to you; § Continued competition would only damage your causewhen you are outmatched and losing. § Preserving harmony and avoiding disruption are especially important. This is courting behavior. § You realize that you are wrong-to allow a better position to be heard, to learn from others, and to show that you are reasonable.

Conflict Styles – Avoiding § An issue is trivial, or when other more important issues are pressing. § You perceive no chance of satisfying your concerns-e. g. , when you have low power or you are frustrated by something which would be very difficult to change § The potential damage of confronting a conflict outweighs the benefits of its resolution. § Gathering more information outweighs the advantages of an immediate decision. § To let people cool down-to reduce tensions to a productive level and to regain perspective and composure.

Conflict Styles – Compromising § Goals are moderately important, but not worth the effort or potential disruption of more assertive modes. § Each side has equal power and both are strongly committed to mutually exclusive goals-are in labormanagement bargaining. § To achieve temporary settlements to complex issues. § To arrive an expedient solution under time pressure. § As a backup mode when collaboration or competition fails to be successful.

Conflict Styles – Collaborating § To find an integrative solution. § Your objective is to learn-e. g. , test your own assumptions, understand the views of others. § To merge insights from people with different perspectives on a problem. § To gain commitment by incorporating other's concerns into a consensual decision. § To work through hard feelings which have been interfering with an interpersonal relationship.

Conflict Styles Different Modes have Different Goals § Competing: the goal is to win. § Accommodating: the goal is to yield. § Avoiding: the goal is to delay. § Collaborating: the goal is to ensure parity of goals. § Compromising: the goal is to find a middle ground.

Conflict Management Tools § Negotiation § Active Listening § Empathy § Body Language § Mediation § Conflict Process

Conflict Management Tips § Connect § Clarify § Confirm § Contract

Case Study

Resources § National Institute of Advanced Conflict Resolution § http: //www. niacr. org/ § Art of Facilitation, by Dale Hunter § Thomas/Kilmann Conflict Style Instrument § http: //www. kilmanndiagnostics. com/catalog/thomaskilmann-conflict-mode-instrument

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