CONFLICT

MANAGEMENT
Training for Supervisors and Managers
 DISCLAIMER
The material in this presentation has been excerpted from Chapter 10 of Peter
G. Northouses Introduction to Leadership Concepts and Practice 3rd Edition.
Definition of Conflict

Conflict is a felt struggle between two or more

interdependent individuals over perceived incompatible
differences in beliefs, values, and goals or over differences
in desires for esteem, control, and connectedness (Wilmot &
Hocker, 2011).
Conflict Management

We have all experienced conflict in both our personal and our professional lives. It is
easy to simply react to conflict from an emotional place without giving thought to the
impact that a reactionary approach will have.
The goal of this training is to provide insight into some of the most common types of
conflict, thus enabling you to identify the root of the issue and give you a framework
to manage conflicts in a way that will bring you closer to positive solutions for all
involved.
When trying to resolve conflict, try to think of the bigger picture and understand the
issues at the root of the problem. Always remain rational and reasonable when
negotiating conflict and apply the principals: People, Interests, Options and Criteria.
Conflict Communication

Communication allows us to express our thoughts, feelings and opinions which can
often involve differences or disagreements. Communication is also the means by
which we can work through conflict in an effort to find a positive resolution.
Levels of communication (Watzlawick, Beavin, & Jackson, 1967):
Content communication involves the objective, observable aspects such as
money, weather and land.
Relational communication refers to the participants perception of their
connection to one another.
Content and relational communication are bound together.
Content Conflicts

Content conflicts involve struggles between leaders and others who differ on issues
such as policies and procedures. These conflicts center on differences in:
Beliefs and Values
If we perceive what another person is communicating as incompatible with our own
viewpoint, a conflict in beliefs or values is likely to occur.
Goals and ways to reach those goals (Knutson, Lashbrook, & Heemer, 1976)
Procedural conflict refers to the differences between individuals with regard to the
approach they wish to take in attempting to reach a goal.
Substantive conflict occurs when individuals differ with regard to the substance of
the goal itself, or what the goal should be.
Relational Conflicts
Relational conflict refers to the differences we feel between ourselves and others
concerning how we relate to each other. It is usually related to incompatible
differences between individuals over issues of:
Esteem
The need for esteem and recognition has been identified by Maslow (1970) as one
of the major needs in the hierarchy of human needs.
When our needs for esteem are not being fulfilled in our relationships, we
experience relational conflict because others do not see us in the way we wish to
be seen.
Control
When a persons need for control is incompatible with anothers need for control
you have an interpersonal conflict.
Conflicts over control are common in leadership situations. When leaders clash
with one another over control or when control issues exist between leaders and
subordinates, interpersonal conflicts occur.
Relational Conflicts
Affiliation
In addition to wanting relational control, each of us need to feel included in our
relationships, to be liked, and to receive affection (Schultz, 1966). If our needs for
closeness are not satisfied in our relationships, we feel frustrated and experience
feelings of conflict.
Relational conflicts, whether they are over esteem, control, or affiliation are seldom
overt due to the subtle nature of these conflicts, they are often not easy to recognize
or address. Even when they are recognized, relational conflicts are often ignored
because it is difficult for many individuals to openly communicate that they want
more recognition, control or affiliation.
According to communication theorists, relational issues are inextricably bound to
content issues (Watzlawick et al., 1967). This means that relational conflicts will
often surface during the discussion of content issues.
Think about it.
Can you think of a time when you
had a conflict that was centered on
a content issue?
How did you handle that conflict?
Have you ever experienced conflict
at work that was of a relational
nature?
Can you identify the type of
relational conflict you experienced?
Were you able to successfully
manage that conflict?
Communications Role in Managing
Conflict
Communication is central to managing different kinds of conflict in organizations.
Leaders who are able to keep channels of communication open with others will have
a greater chance of understanding others beliefs, values, and needs for esteem,
control, and affiliation.
Conflict can be multifaceted and complex, and while there is no magic bullet for
resolving all conflicts, knowing different approaches can help a leader employ the
effective strategies for solving conflict.
Next we will look at the Fisher and Ury approach to managing conflict
The Fisher and Ury Approach to Conflict

Principled negotiation was developed by Fisher and Ury as a step by step process for
negotiating conflicts.
This method puts emphasis on the issues of the position rather than personal
issues with the position.
Demonstrates how to reach an agreement fairly and without being taken advantage
of.
Each step focuses on one of the four elements involved in negotiations: people,
interest, options and criteria
Fisher and Ury Approach:
Separate People from Problem
Separate the people from the problem
In order to get to the root of the issue you must separate the people involved
from the issues at hand.
This encourages attentiveness to relationships during conflict to avoid strain.
Fosters an environment where the people involved can work together to seek
solutions.
Fisher and Ury Approach:
Focus on Interests, Not Positions
Focus on interests, not positions:
Positions represent our stand or perspective in a particular conflict. Positions
are the opposing points of view in a conflict.
Interests represent what is behind our positions. Interests refer to the relevant
needs and values of the people involved in the conflict.
According to Fisher and Ury, your position is something you have decided
upon. Your interests are what caused you to so decide (p. 42).
Fisher and Ury Approach:
Invent Options for Mutual Gains
Invent options for mutual gains:
Look for options to satisfy both parties
Brainstorm for creative solutions that are mutually acceptable
Explore where interests overlap
Do not limit yourself to thinking there is only one solution
Fisher and Ury Approach:
Use Objective Criteria
Insist on using objective criteria:
Both parties must agree upon a development of objective criteria. Using this
criteria will assist both parties to resolve a conflict legitimately and effectively.
Precedent looks at how this issue has been resolved previously;
Professional standards, which determine if there are rules or standards for
behavior based on a profession or trade involved in the conflict;
What a court would decide, which looks at the legal precedent or legal
ramifications of the conflict;
Moral standards, which consider resolving the conflict based on ethical
considerations or doing whats right;
Tradition, which looks at already established practices or customs in considering
the conflict; and
Scientific judgment, which considers facts and evidence.
References
Fisher, R., & Ury, W. (1981). Getting to yes: Negotiating agreement without giving in.
New York: Penguin Books.
Knutson, T., Lashbrook, V., & Heemer, A. (1976). The dimensions of small group conflict:
A factor analytic study. Paper presented to the annual meeting of the International
Communication Association, Portland, OR.
Maslow, A. (1970). Motivation and personality (2nd ed.). New York: Harper & Row.
Northrup, P.G. (2015). Introduction to leadership: concepts and practice (3rd ed.). Los
Angeles: SAGE Publications.
Schutz, W.C. (1966). The interpersonal underworld. Palo Alto, CA: Science and Behavior
Books.
Watzlawick, P., Beavin, J., & Jackson, D.D. (1967). Pragmatics of human
communication. New York: Norton.
Wilmot, W.W., & Hocker, J. (2011). Interpersonal conflict (8th ed.). New York: McGraw-
Hill.