Conflict Management-An Overview

• Conflict: Conflict is incompatible behavior

between parties whose interest differ.
Main two dimensions are –
I. Interest
II. Behavior
Interest
Incompatible(Unfit) Conflicting Common
Conflict False conflict
Behavior
Compatible(Fit) Latent conflict No conflict

Fig: Interest and behavior as elements of conflict

 Conflict Management-An Overview

• Conflict at social interfaces can also be seen in terms of

outcomes- the long term consequences of events at an
interface.
Fig: Conflict intensity and conflict outcomes

Positive

Outcomes Neutral Appropriate Too much

Too little conflict conflict
conflict
Negative
Low Moderate High
 Conflict Management-An Overview
• Conflict: Conflict is a state of mind characterized by
indecision,uncertainty,dilemma,tension and anxiety.
Causes of Conflict:-
* Progress in civilization
* Technological advancement
* Population explosion
* Growth in size of organization
* Competitiveness among individuals
* Inter organizational Competitiveness
* Several demands on us
* Unknown situation (works, fields)
* Working load (performance of others and own)
* Disagreement
 Conflict Management-An Overview
• Conflict includes:-
* Interdependence
* Interest
* Behavior
* Status
* Limitation(own and others)
* Outcomes
* Environment
* Economy system
* Barriers (any type)
 Conflict Management-An Overview
• Dealing with Conflict:
In dealing with conflict there are only 3 basic
choice:
1. To be passive to conflict;
2. To suppress it;
3. To manage it.
 Conflict Management-An Overview
• Passivity
By which passivity occurs:-
1. Ignoring conflict;
2. Denying conflict;
3. Being paralyzed by conflict;
4. Being selectively inattentive to it;
5. Never do today what you can.
 Conflict Management-An Overview
• Reasons of Passivity
1.Conflict can defuse by external forces.
2.Time is the hillier/make situation.
Dangers in Passivity
1. Mounting resentment;
2. Mounting frustration of other party;
3. More hostility;
4. Destructive action ;
5. Beyond control.
 Conflict Management-An Overview
• Suppression
(If one party has more power/status than other
party)
By which suppression occurs:-
* Force
* Authority
* Power
* Status
* Upper position / rank .etc.
 Conflict Management-An Overview
• More powerful party can go with these
weapons/ways:
1. Verbally or physically attacking on the other party;
2. Using arbitration;
3. Using divide and conquer methods;
4. Questioning about the other’s objectivity,
rationality,ability and such;
5. Ignoring differences;
6. Using irrelevances and ambiguities with issues;
7. Using generalities rather than specifics;
8. Distorting or blocking communication.
 Conflict Management-An Overview
• Appropriate Management
The managers will accomplish these:
(Manager is here trouble shooter)
1. Active monitoring;
2. Active awareness;
3. Active action-
* Intervening to reduce conflict
* Intervening to add conflict
* Take no intervention (If moderate conflict
exists with the situation)
 Conflict Management-An Overview
• Conflict Management
Def: Conflict management is a process by which conflict
will get appropriate measure.Conflicting parties will
get proper treatment also.

Def:Conflict management requires consideration of the

situation,kinds of intervention and the desired
outcomes.

Def: Conflict management activities, in short,should

encourage conflict intensity appropriate to the
differences and interdependencies of the parties.
 Conflict Management-An Overview
• Types of Interface:
1. Departmental interface
2. Level interface
3. Cultural interface
4. Organizational interface
Considering Factors:-
* Large context
* Organization
* Department
* Level
* Culture
 Conflict Management-An Overview
Importance of Conflict at Interfaces:
(If you don’t manage interface conflicts, interface conflicts
will manage you.)
1. Tendency for organizations to become larger and
internally complex over time.
2. Creating more levels and specialized departments.
3. Increasing interdependencies within and between
organizations.
4. Corporate relations and business.
5. The rate of social and technological change.
6. Switching over conflict from one interface to other
interface.
 Conflict Management-An Overview
Functional outcomes of conflict:-
1.Conflict may stimulate innovation, creativity
and growth.
2.Decision making may be improved.
3.Alternative solution may be found.
4.Lead group solutions to problems.
5.Enhance individual and group performance.
6.Force to search for new approaches.
7.Needs to clarify individual and group
positions.
 Conflict Management-An Overview
Dysfunctional outcomes of conflict:-
1.Increase job stress,burnout and
dissatisfaction.
2.Communication breakdown may occur.
3.Develop a climate of distrust and suspicion.
4.Relationship may be damaged.
5.Resistance to change can increase.
6.Job performance may be reduced.
7.Organizational commitment and loyalty may
be affected.
 Conflict Management-An Overview
• Classifications of Conflict:
A. According to source:
1.Affecting conflict (interpersonal class)
2.Substantive conflict (disagreement among
group members)
3.Conflict of interest (allocation of a scarce
resources)
4.Conflict of values (ideological conflict)
5.Goal conflict (inconsistent outcomes)
6.Realistic vs. nonrealistic conflict (rationale and
non rationale)
 Conflict Management-An Overview
7.Institutionalized vs. non institutionalized
conflict
8.Retributive conflict (one try to punish other)
9.Misattributed conflict (incorrect assignment)
10.Displaced conflict (argue over secondary
issues not on major issues)
 Conflict Management-An Overview
B.According to level (Organizational conflict):
1. Intra personal conflict / Intra individual
conflict / Intra psychic conflict
2. Inter personal conflict
3. Intra group conflict
4. Inter group conflict
C.Structural conflict /Classic conflict:
1. Hierarchical conflict (level based conflict)
2. Functional conflict
3. Line-staff conflict
4. Formal-informal conflict
 Conflict Management-An Overview

D. Labor-management conflict
E. Micro and Macro level conflict
F. Political conflict
G. National and International conflict
 Conflict Management-An Overview
• Reactions to Intense Conflict Situation:
1.Psychological Responses
* Inattentiveness to other things
* Lack of interest in work
* Job dissatisfaction
* Work anxiety
* Alienation from others
* Frustration
2.Behavioral Response
* Excising smoking/drinking/alcoholism
* Under eating or over eating
* Decreased communication
* Resisting influence attempts
* Aggression towards others or work sabotage
 Conflict Management-An Overview

3.Physiological Responses
* Peptic ulcers
* Respiratory problems such as asthma
* Hypertension
* Headaches
* Coronary problems
 Conflict Management-An Overview
• How to Stimulate Conflict
1.Task
2. Work environment
3. Interpersonal relations
4. Change in organizational structure and design
5. Formal and informal communication
6. Super ordinate goal
7. Attitudes and needs of the employees
8. Depersonalized character
 Conflict Management-An Overview
• Outcomes of Conflict:
1. Lose-Lose
2. Lose-Win
3. Win-Lose
4. Win-Win Individual B’s outcome
Win 3 4
Individual Win-Lose Win-Win
A’s outcome 1 2
Lose Lose-Lose Lose-Win
Lose Win
 Conflict Management-An Overview

• Symptoms of Conflict in Organization:

* Confrontation * Lockouts * Closer *
Agitation * Strikes * Destruction *
Obstruction * Go-slow * Absence *
Dissatisfaction * Wastage * Low-
performance * Indiscipline * Accident *
Sabotages * Grievance * Break- down
 Conflict Management-An Overview
• Stages of Conflict:
There are five(5) stages of conflict
1.Latent conflict (in deep/ mind)
Causes:-* Competition for scare resources
* Drive for autonomy
* Deviation form submitted goal
* Role conflict
2.Perceived conflict (Realize)
Causes:-* Misunderstanding of each other
* Weak communication
* Incorrect information
* Not clear picture
 Conflict Management-An Overview
3.Felt conflict (Feel)
Causes:- * Inconsistent demand
* Individual growth
* Anxieties
* Organizational pressure/ load
* Individual needs
* Hostile feelings to others
4.Manifest conflict (Clear)
Expression:- * Open aggression
* Physical and verbal violence
* Riots * Political revolution
* Extreme labor unrest * Violence
 Conflict Management-An Overview
5.Conflict aftermath (Two Results)
Conflict Resolve :
* Situation belongs to all parties
* Cooperation exists to all parties
* Participants take drive for achieving goal
Conflict not Resolve:
* Latent conflict may be aggravated
* More serious form may create
* Relationship goes in a bad shape
 Conflict Management-An Overview
• Intra Individual Conflict / Individual Conflict
Sources:
1. Competing needs and roles
2. A variety of ways that drives and role can be expressed
3. Barriers between drive and goal
4. Positive and negative aspects attached to desired goals
Analyze:
1.Conflict due to frustration-
Need------Drive-------Barrier-----Goal/Incentive

Frustration(Aggression,Withdrawal,
Fixation,Compromise)
 Conflict Management-An Overview
2.Conflict due to goal-
I. Approach-approach conflict
(Two or more positive goals)

II. Approach-avoidance conflict

(The single goal contains both positive and
negative characteristics)

III.Avoidance-avoidance conflict
(Two or more negative goals)
 Conflict Management-An Overview
3.Conflict due to role-
I.Role throughout the life:
(Child, Son or Daughter, Teenager, College student)
(Boy or girl friend, Husband-wife, Spouse, Parent,
Grand parent)

II.Role in assembly line / organization:

(Worker, Clerk, Supervisor, Engineer, System
analyst, Departmental head, Vice-chairman,
Chairman / President)
 Conflict Management-An Overview
• Managing the Intra personal Conflict (Ways):

1. Maintain the national norms

2. Positively handle the conflict sources
3. Introduce learning session to all
4. Follow impartial system
5. Be positive
 Conflict Management-An Overview
• Interpersonal Conflict

Sources:
1.Personal differences (background,culture,
tradition,religion,socialization)
2.Information deficiency (communication break
down in organization)
3.Role paradox (incompatibility,influencing
behavior)
4.Environmental stress
 Conflict Management-An Overview
• Analyze:
A.Analyzing through the response categories
(Thomas-Kilman mode matrix of conflict)

1.Forcing (assertive,uncooperative)
2.Accommodation (unassertive,cooperative)
3.Avoiding (uncooperative, unassertive)
4.Compromising (between assertiveness and
cooperativeness)
5.Collaborating (cooperative,assertive)
 Conflict Management-An Overview

Assertive Forcing Collaborating

Competing

Assertiveness
Compromising

Unassertive
Avoiding
Accommodating
Uncooperative Cooperative
Cooperativeness
 Conflict Management-An Overview
B.Analyzing through Johari window (Joseph and
Harry Ingham)

1.Identify several interpersonal styles

2.Show the characteristics
3.Results of these styles
4.Suggest way of interpreting the conflict

* Intra group / interpersonal conflict can

analyze through this window *
 Conflict Management-An Overview
Johari window
The person knows The person does not
about the other know about the other

The person 1 2
Knows about Open self Hidden self
him / her self

The person does 3 4

not Knows about Blind self Undiscovered
him / her self self
 Conflict Management-An Overview
• Strategies for Interpersonal Conflict Resolution:
Strategy- A: (Dealing with crises / Simple guide line)

1. Set the model (About attitude and behavior)

2. Identify the sources of conflict
3. Focus on task, not on personalities
4. Address conflict in a timely way
5. Learn from conflict (Trial and error method)
 Conflict Management-An Overview
Strategy- B: (For positive relationship)
1. Allow time to cool off
2. Analyze the situation
3. State the problem to other person
4. Leave the person an “out”
Strategy-C:
1. Lose-lose
2. Win-lose
3. Win-win
4. Lose-win
 Conflict Management-An Overview
• Inter group Conflict
Causes:
1.Existence of conflicting goals
2.Overlapping role sets
Sources:
1.Competing for resources
2.Task interdependence
3.Jurisdictional ambiguity
4.Status struggles
 Conflict Management-An Overview
• Strategies for inter group conflict resolution
Strategy-A:
1. Avoidance;
2. Diffusion (Cool off emotion and hostilities);
3. Containment (Fix in a place);
4. Confrontation (Open all issues).
Strategy-B:
1. Super ordinate goal;
2. The reduction of interdependence;
3. Expending resources;
4. Face to face meeting(Mutual problem solving);
5. Creation of a formal appeal system;
6. Managing conflict group;
7. Win-win approach.
 Conflict Management-An Overview
Strategy-C
1. Diminished competitive position;
2. Empathy (Share the feelings and reactions);
3. Communication;
4. Participation;
5. Establish an environment conducive to work
place;
6. Helping others;
7. Set and meet learning goals.
 Awareness and Conceptualization
• Awareness: Awareness constitutes the actual sensory
and bodily and essentially non verbal data which is
received in the present.It is the process of collecting and
classifying data.

• Conceptualization:It is the result of a mental process by

which the brain organizes that data and enable us to
think or talk about what it is or means.
Accordingly, John Stevens - Three zones of awareness:
1.Sensory
2.Bodily
3.Mental
 Awareness and Conceptualization
• Sensory Awareness: An awareness of the out side
world.

* See Sensory data is always in my

* Hear “now” or “present”.
* Touch Present on going reality.
* Taste
* Smell
 Awareness and Conceptualization
• Bodily Awareness: An awareness with in body.
The inside world.
* Feel inside the skin
* Muscular tension
* Movement of bodily members
* Pressure on knee
* Bad feeling in stomach

Present on going reality

 Awareness and Conceptualization
• Mental Awareness: Awareness of mental world.

* Thinking (past or present)

* Planning
* Rehearsing future events

Do not exist in the present or

on going reality
 Awareness and Conceptualization
• The Distortion Of Awareness and Its effect:
A.Sensory awareness --- Incomplete data
--- Verbal communication
Results :
* Facial expression
* The bodily movement
* The eye movement & expression
* The gestures
* The voice inflections
* Voice tone, much or more
 Awareness and Conceptualization
B.Bodily awareness --- Filter in operation
--- Change the natural and

inner feelings
--- Narrowed the experience

Results :
* Affect behavior
* Unidentified feeling
* Mislabeled feeling
 Awareness and Conceptualization
Awareness Symptoms of Conflict
Fig: Inner or Awareness: [The Anger-Fear Spectrum]

Energy Flow Energy Flow

into Tail & Legs into Head,Shoulder

and Arms

FEAR APATHY ANGER

FLIGHT INACTIVE FIGHT
(Escape) (Support with (Attack)
positive sense)
 Awareness and Conceptualization
Fig: Energy Flow and Blockage (Some Bodily Indicators)
FEAR APATHY ANGER
Open/Free Partial Major Blockage Partial Open/Free
Energy Flow Blockage of Energy Flow Blockage Energy
Flow
Shoulder & Cold Vague-malaise Headache Head
Eyebrow hand Confusion Neck ache forward
raised Restricte Indiscrimination Back ache Eye
Eye wide d shallow With holding in Tight jaw bugged
Head back breathing chest, waist Breath
Chest Cold feet drop
concave

Shaking Anxiety Boredom Frustration Excitement

Quacking Muscle Low energy Irritation Pacing
Trembling spasms Depression Resentment,
Tension
 Awareness and Conceptualization
The Fight-Flight Spectrum / Outer Awareness
Active Fight Passive Fight-Flight Active Flight

Physical attack Inactivity Dropping out

Verbal attack Absence Withdrawal of
Moral self imaging Not listening support
Stereotyping Mistakes Effort
Selective intention Blaming Friendship
Conspiracy Resentment with out Teamwork
Suppression confrontation Information
Escalating demands Use of Generalization Less-
Threats and attempts to Use of Rationalization communication
punish Disagreement over fact Resources
Contamination of issues Hiding information
Increasing mistakes
 Reality Approximation Process
• The Concept of Life Space
SELF-CONCEPT
Self-concept
Self

Each of us is encased in an individual transparent

bubble.
Self : Individual life experience, genetic makeup.
Self concept : Response to experience.
 Reality Approximation Process
LIFE SPACE : This concept synthesized by Howard
Baumgartel.This term helps to understand how
people respond to their environment.

Perceived
Reality Self

Self Concept
 Reality Approximation Process
• Life Space :
* Beyond our self perception
* Make sense out of our physical and
social reality
* To know about other world
 Reality Approximation Process
ORGANIZING REALITY

Perceived Perceived Self

Reality
Self
LIFE SPACE (Self Concept)

Organizing Reality Reality

Complex
Unorganized
 Reality Approximation Process
ORGANIZING REALITY
* The person encapsulate with in life space.
* Attempting to perceived reality correctly.
* Psychological field exists between the
person and reality.
* Reality means variety of concepts,objects
and the like.
* Experience caused distortions of
perception.
 Reality Approximation Process
• Group Life and Reality Approximation

A’s Perception - - -- --- -- B’s Perception

---REALITY----
---- - ---

C’s perception D’s Perception

* Collecting data from others is easier here
* A comprehensive conceptualization of the
situation
 Reality Approximation Process
* More accurate and complete conception
* Take more time
* Get potential effect
When a conflict situation occurs, you have the
option of checking your perceptions by
checking data from the other group members.
Each group member perceives part of reality
accurately and part distortedly.
 Reality Approximation Process
• Application of the Reality Approximation
Process
A guide through the inner thought
process :---
1. Individual perception;
2. Distortion of reality;
3. Assumption of faultless perception;
4. Value of checking perceptions;
5. Decision to check;
6. Conflict process decision.
 Reality Approximation Process
• Types of Perception Distortion

1. Projection (Be more practical)

2. Selection (Alternative scope)
3. Expectations (Strong desire,getting something)
4. Expansion (Awareness and conceptualization data
collection and realize)
5. Fixation (Stereotype)
 Reality Approximation Process
• The Zones of Awareness Process :---

Out line of this process

1. Outer or sensory awareness;

2. Inner or bodily awareness;
3. Mental awareness and conceptualization
4. Reality check.
 Reality Approximation Process
• Summary of the Zones of Awareness Process :
Important points are :-----
1.Choose which particular conflict behavior or
situation you wish to check.
2.Keep it simple.
3.Stop after stating what you want to check.
4.Listen carefully to the response.
5.Use “ I ” statements (own statement / own self).
6.Help the responder clarify, if necessary.
 Sources of Conflict
1.Individual Factors
A. Back ground :
* Cultural differences
* Educational differences
* Differences in values and beliefs
* differences in experience
B. Style :
* Psychological (Thinker,Feeler,Sensor)
* Emotional (Friendly helper)
* Negotiation (Aggressive,Passive,Assertive)
* Leadership (High or low task, Relationship
orientation)
C. Perception : Distorted and Different
D. Feelings :
 Sources of Conflict
2. Interact ional Issues
A. Sender-based :
* Insufficient information sent
* Ambiguous information sent
* Inaccurate translation sent
* Incomplete transmission sent
* Unclear transmission sent
B. Media-based :
* Sender static (Verbal/Nonverbal mannerism,Information over
kill)
* Intermediate static (Noise, Visual distortion)
* Receiver static (Perceptual distortions)
C.Receiver-based :
* Lack of common language with sender
* Differences in understanding
 Sources of Conflict
3. Organizational Conditions
A.Scarcity of resources
(People,Skill,Money,Facilities,Time)
B. Structure-Control-Power-Authority
C. Goal-Objectives-Results
D. Roles
E. Norms-Standard-Policies-Procedures
* Ambiguity
* Over regulation
* Competition
* Exception-Ignoring/Changing/Challenging
* Difference in interpretation
 Influencing Factors
A. Factors relating to the conflict itself :-

1. The Arena Factor :

* The intra personal arena
* The interpersonal arena
* The intra group arena
* The inter group arena

2. The Intensity Factors :

* Level –Latent/Perceived/Felt/Manifest
* Functional/Dysfunctional
* Active/Passive/Apathy
 Influencing Factors
3. The Personalization Factor :
Personalization Issues
* Attitudes
* Interests
* Perceptions
* Informal issues
* Stress , Dissatisfaction
* Poor communication skill
* Commitment
*Imagination and Creativity
* Loyalty
* Relationship
( Not easy to solve)
 Influencing Factors

• Depersonalization Issues

* Alternative solution
* Group performance
* Classifying situation
* Strategic problem solving
* Organizational decision
( Manage quite easy)

4. The Reality Factors:

* Perception of the parties
* Situational pressure
 Influencing Factors
B. Factors Relating to the Parties in Conflict

1. Interdependence Factors:
* Group / Team concept or Work
* Organizational structure/ Formal or Informal
2. The Differentiation Factors:
* Size of the organization
* Level of authority
* Different interfaces
* Organizational structure
3. The Cohesiveness Factors:
* Strength of the relationship
* Fragile relationship
 Influencing Factors
4. The Compatibility Factors:
* Disagreement and opposition
* Personalization
* Ego

5. The Investment Factors:

* Amount of investment of parties
* High investment and more interest
* Low investment and passive
 Preparatory Frameworks for Choice
• Strategic Issues Analysis (SIA): The summery and
analysis of data to confront or not is called the
Strategic Issues Analysis (SIA).
• SIA helps to re-conceptualize the conflict
situation in a more complete and accurate form.
• SIA can be conveniently by using this process:
Step-1: Source Analysis
a. Individual factors
b. Interactional Issues
 Preparatory Frameworks for Choice

c. Organizational Conditions
Step-2: Influencing Factors :
a. Relating to conflict itself
b. Relating to parties
Step-3: Insights (Internal and present situation)
Step-4: Re-conceptualization
Step-5: Comment / Decision
 Preparatory Frameworks for Choice
Conflict Modes and Methods of Management
(The Thomas-Kilmann Conflict Mode Matrix) :
Kenneth Thomas and Ralph Kilmann developed an
instrument to assess individual or group behavior in
a conflict situation. This two dimensional model
identifies behavioral choices based on party’s
intention in any given conflict situation.
# The first dimension of intent measures the degree of
assertiveness, activity, or energy that is used to
attempt to satisfy one’s own concern.
 Preparatory Frameworks for Choice
Fig: First Dimension (Assertiveness)

Assertive/Active

Assertiveness Behavior intended to #

meet concerns of self

Passive/Unassertive
 Preparatory Frameworks for Choice
Second dimension of intent measures the degree
cooperativeness, effort or energy one devotes to
attempting to satisfy the other party’s concern
Fig: Second Dimension (Cooperativeness)
Uncooperative Cooperative
(Cooperativeness)

Behavior intended to meet concerns of other(s)

 Preparatory Frameworks for Choice
Five conflict- handling modes
Fig: The Thomas- Kilmann Conflict Mode Matrix

Assertive Competing Collaborating

Assertiveness Compromising
(Concern for others)

Unassertive Avoiding Accommodating

Uncooperative Cooperative
Cooperativeness/Concern for others
 Preparatory Frameworks for Choice
Competing= (Assertive + Uncooperative)
• You pursue your own concerns at the other person’s
expense.
• Power oriented mode
• Your ability to argue
• Higher rank, economic sanction more or positive
• Standing up for your rights
• Simply trying to win.
Accommodating=( Unassertive + Cooperative)
• The opposite of competing
• You neglect your own concerns
• You are satisfying other concerns
 Preparatory Frameworks for Choice
• It is a self sacrifice mode
• Form of selfless generosity or charity
• Obeying another person’s order
Avoiding=( Unassertive + Uncooperative)
• Do not pursue your and others concerns immediately
• You do not address the conflict
• Diplomatically side stepping an issue
• Postponing an issue until a better time come
• Simply withdrawing from threatening situation
 Preparatory Frameworks for Choice
Collaborating= (Assertive + Cooperative)
• The opposite of avoiding
• To work for both parties satisfaction
• Find new ways for all parties concerns
• Satisfying own self and other self
• Exploring and avoiding disagreement for resources
• Digging into an alternative which meets both sets of concerns
Compromise=(Assertiveness + Cooperativeness)
• Mutually acceptable solution
• Satisfy both parties partially
• Seeking a quick middle-ground position
• Temporary solution
• It falls on a middle ground between competing and accommodating
 Preparatory Frameworks for Choice
Intervention Methods to solve the Conflict
1. Authority Based (Rational Process)
2. Interactional
3. Education and Training
4. Mediator or Consultants
1. Authority Based (Rational Process)
• Power, status, role, position, skills are related with this
system
• Much more usual and numerous
• Most all are based on managerial authority/system
 Preparatory Frameworks for Choice
• Subordinated related conflict may operate by this
system
• Organizational structure, conditions or procedures are
the base of this type intervention process

2. Interactional Interventions
• Much more unusual and less numerous
• Costly in terms of time, people and financial resources
• People involvement is necessary or commom
• Where creativity, participation of subordinate or peers
are important consideration
 Evaluative Choices Analysis (ECA)
Evaluative Choices Analysis (ECA) depends on the
reconceptualization from the SIA and incorporate
modal and method choices.
SIA = The summary and analysis of data to confront or
not is called Strategic Issues Analysis.
ECA process involves:-
1. Goal--- What do I want to happen?
2. Priorities----How important is it?
3. Organizational functionality----What need to be fixed?
4. Cost----Is it worth doing?
 Evaluative Choices Analysis (ECA)

Value- Based Orientation and Organizational

Primacy:-
Goal setting for conflict management can proceed
from a number of value bases.
Such as:-
# Environmental considerations
# Personnel relationship
# Accomplishment of task
# Personal needs, wants, and satisfaction of managers
#Individual interest and organizational interest
 Evaluative Choices Analysis (ECA)
1. Goal:-
• If goal seems clear/ obvious then go to
proceed immediately to the priority question
• If goal seems not clear/Obvious then proceed
to reconceptualization
• In case of multiple goals for management
reconceptualization is the key to goal
identification
• Goal identification:- What do I want to
happen?
 Evaluative Choices Analysis (ECA)
2. Priorities:-
Modal Assessment- How has it been handled?
# Manager needs to review the history of the
conflict in modal terms.
# Modal/Mode: (Past conflict)
a. Avoidance= Unassertive + Uncooperative
b. Accommodation=Unassertive + Cooperative
c. Competition= Assertive + Uncooperative
d. Collaboration= Assertive + Uncooperative
e. Compromise= Assertiveness + Cooperativeness
 Evaluative Choices Analysis (ECA)
To choose perceptions some elements are
evaluated according to conflict mode:
• Value base orientation (own, others, organizational
satisfaction)
• Ethical position
• Academic priorities
• Negative feelings
• Lack of communication
• Resentment on other role
• Load reducing (work)
• Lack of support of departmental goal
• Job (it self)
 Evaluative Choices Analysis (ECA)
Modal Assessment Table
Elements Past Conflict
* Work itself a. Avoidance
* Policy/ interests
•Ethical position b. Accommodation
•Academic priorities
•Negative feelings c. Competition
•Lack of communication
•Resentment on other role d. Collaboration
•Load reducing (work)
•Lack of support of departmental e. Compromise
goal
 Evaluative Choices Analysis (ECA)

----- Using these elements one can comment or priority

can get from past conflict results;
------From modal assessment we can develop ideas about
satisfaction or dissatisfaction of persons;
-------Active or passive with situation, we know from this
modal assessment;
---------Provide the information for functional or
dysfunctional intervention in relation to organizational
goal.
 Evaluative Choices Analysis (ECA)
3. Organizational Functionality:-
What need to be fixed?
---- Determination of organizational functionality or
dysfunctionality is a critical decision; Flight- Fight
Awareness is helpful to detect org. functionality.
----- Manager can take a subjective judgment considering
situation (Work sheet).
------In determining priorities goal elements may sort into
three categories:-
a. Essential
b. Desirable
c. Peripheral
 Evaluative Choices Analysis (ECA)
3. Cost:
# Conflict management is not without its price;
# Consultant or mediator – cost add up;
# Balance between cost and potential benefits of a
management intervention;
# Costs- Benefit analysis is important.
Method Options: How can it be done?
Choose:
*1st = Most appropriate method of intervention
• 2nd= Goal elements are priorities(identifying source)
• 3rd =List method options.
 Evaluative Choices Analysis (ECA)
Cost –Benefit Analysis: Is it worth doing?
# Resources cost for each option– includes
People
Dollars
Time
Third party
# Negative effects of a particular intervention option
# Potential benefits of each method option
Methods are 1. Authority based 2. Education & training 3.
Interactional 4. Consultant and Mediators
 Evaluative Choices Analysis (ECA)
Summary- ECA
1. Reconceptualization—What are the elements of the
conflict?
2. Elemental Goal Statement—What do I want to happen?
3. Modal Assessment---How has the conflict been
handled?
4. Organizational Functionality---What needs to be fixed?
# Goal # Priorities # Method Option # Cost Benefit Analysis
# Intervention Decision (What action will I take?)
 Pre contact Preparation
Concern issues are:-

# Power dynamics of various management

positions.( Org. position & Power dynamics)
# The atmospheric conditions for effective
interactional management.(Establish and
maintenance a trustful environment)
# Atmosphere & Attitude
 Pre contact Preparation
Organizational Position & Power Dynamics:
Superior Approach of conflict management
will differ according to these position

Peer

Subordinate
In these 3 stages power dynamics are inherent and
affect----
Authority, Responsibility, Initiative, Style, Choice, Relationship,
Investment and Influence.
 Pre contact Preparation
Role and Power Dynamics:
You---------------Other (Peer)
You

Other (Superior)

Other

You (Subordinator)
 Pre contact Preparation
The Superior Role:
# Authority and Responsibility are designated in
this position.
#Advantage to choose power when and how to
initiate.
# Leadership style choice option.
# For authority based intervention need more
directions (Personalize and Polarization).
# For interaction base intervention need less
directions.
 Pre contact Preparation
The Peer role:
# Power dynamic is equalized.
# Interaction will more democratic.
# Relation element becomes correspondingly
more important.
# Investment must be mutually compelling.
# Highly interdependent(Peers).
# Mutually positive attitudes toward creative
conflict management.
 Pre contact Preparation
The Subordinate Role:
# The position of least control.
# Interactional intervention is the best way to
restore organizational functionality.
# Trust level depends on motivational factors.
# Negative attitudes of superiors toward conflict
solution will not help subordinate with their
task.
# Trust level is vital.
# Authenticity and congruent behavior will lift and
maintain high trust level.
 Pre contact Preparation
Power Equalization:
Related with----
Authenticity
Consistency
Openness
Relationship
Flexibility
Equalize power is interactive management with your subordinate.
Misuse Power—A) Intentionally B) Unintentionally
Punish
Restrict
Embarrass
Defeat others
 Pre contact Preparation
Advantage of Power Equalization:
1. It maintains trustful climate;
2. It helps passive person to be a active person;
3. It helps to develop participation role;
4. It stops power play of aggressive people;
5. It encourages the trust / loyalty.
 Pre contact Preparation

Atmosphere & Attitude:

# Importance of a Supportive Atmosphere:
1. Positive and trustful atmosphere makes
people functional;
2. It reinforce accurate communication,
Processing of data and create problem solving
ability;
3. Negative atmosphere may distort data and
create mistrust.
 Pre contact Preparation
Assessing Attitude and Atmosphere:
1.SIA
2. ECA
3. Flight- Flight Spectrum
4. Cost Benefit Analysis
Attitude Measure:
1.Degree of cohesiveness;
2. Compatibility;
3. Investment;
4. Power dynamics;
5. Value base orientation.
 Pre contact Preparation
Two Model in Supportive Atmosphere:
1. Managerial modeling
# Open style
# Straight forward
# Assertive statement
Managerial Behavior: Initiating
Behavior move to interaction, Behavior is
powerful force toward positive change,
Behavior types are key ingredients.
 Pre contact Preparation
Managerial Behavior: Responsive
# It is applicable in the mediatory or third party;
#To listen each other’s needs
# If results go into negative form take
alternative as a potential group standard.
• Guidelines:
Active listening, Recognize the resources of
other, Accept the legitimatize feelings, Clarify
the meaning of behavior etc.
 Pre contact Preparation
2. Physical setting and Conditions
# It is an important element for conducive
environment;
# It needs more attention;
# Often overlooked or given passing attention.
Aspects that Deserve Mention:
1. Comfort
2. Cooperation
3. Concentration
4. Participation
 Pre contact Preparation

Most cooperative---------------------Less cooperative

 The Exploratory Meeting: Initial Contact
Purposes of Explore Meetings: (Aims)
1. To do a reality check;
2. To reassess atmosphere and attitude of others;
3. To set the trust and make it for all;
4. To inclusion in an interactive process.
 The Exploratory Meeting: Initial Contact
Steps of Exploratory Meeting: (8 steps)
1. Individual Analysis
# Individual factors consideration
# Sources of conflict consideration
# Influencing factors consideration
2. Joint Session to Share Individual Analysis
# Make public all data
# Encourage acceptance and tolerance
# It helps to set future behavior pattern
# Process of comparing and contrasting perceptions
# This step looks for agreement and ways to cooperate.
Limitations: Serious differences in goal, Negative influence on the
process, Disagreement on issues.
 The Exploratory Meeting: Initial Contact
3. Insight and Reconceptualizations of Each Party:
# Encourage probing for the central, crucial issues.
# Rethink about an accurate and distinct understanding.
# Consider the core issues of the parties.
# Scope to representation of core issues.
4. Joint Session to Share Reconceptualization:
# Repeat the open-sharing process.
# Spend the time and effort to modify and alter statements so the
parties reach substantial agreement on the conceptualization of
the conflict.
 The Exploratory Meeting: Initial Contact
5. Construction of Working Goal Statements by
Each Party:
# Accurately and clearly stated core issues-
converting those statements to statements of
goals, needs or wants.
# Emphasize the norm of organizational primacy.
# A sincere belief and mutual gain.
# Belief for congruent and supportive situation
that means win-win situation.
# Aware about a super ordinate goal and
functionality.
 The Exploratory Meeting: Initial Contact
6. Joint Session to Share Working Goal
Statement:
# Criteria for Goal Statements—
# Clear
# Specific
# Measurable
# Attainable
# Desirable
# Depersonalized
 The Exploratory Meeting: Initial Contact
7. Creating Mutually Acceptable Goal Statements:
# Goal related to individual factors
# Goal related to interactional issues
# Goal related to organizational conditions
8. Contracting in Joint Session
# Priority
# Common goal statement
# Brief position statements
# Determining similarities and difference
#Time
# Process
 The Exploratory Meeting: Initial Contact
Reducing Tension and Improving Communication:
# Tension and hostility is a factor in interactive
intervention.
# Dysfunctional tension creates mistrust and win- lose
behavior.
A. Methods for Tension Reduction:
1. Ventilation and Energy Redirection
• Working with hostile party
• Scope of express hostility about others
• Every statement will be recorded publicly
• Training and learning process
• Representation of thinking, feelings in a complete
manner.
 The Exploratory Meeting: Initial Contact
Blake and Mouton’s Method:
# Avoid the win- lose dynamic
# Avoid negative personality of others
# Avoid self-fulfillment prophecies of a negative
manner.
2. The zones of Awareness Process:
# Managers to be Trained in active listening and
communication skills.
 The Exploratory Meeting: Initial Contact
B. A Note on Passive Behavior:
# Passive or covert expression of aggression. It is a
dysfunctional way.
# Overt expression is a way that parties can
express themselves.
# Flight-fight spectrum strategy.
# # Passive behavior creates mistrust and
manipulate data so as to misrepresent– ones
true feelings, positions agendas and attitudes.
 The Interactional Process
Functions/ Activities :-
1. Address the issues or goals about which conflict
exists.
2. Consider classical problem-solving process.
3. Ensure a functional working climate.
4. Rule of thumbs for participants in this
interactional process is more effective to
maintain maximum functionality.
5. To keep the group optimally task-oriented.
6. Balance with an atmosphere and individual
needs.
 The Interactional Process
Interactional Conflict Management :
Problem Solving

Attention to Attention to
Group Individual
Maintenance Needs

Individual and
Group Resources
 The Interactional Process
Steps in Interactional Process:-
1. Generate options for management;
2. Judge options for management;
3. Test options for suitability and acceptability;
4. Agree on similarities;
5. Negotiating differences;
6. Summarize and test agreements;
7. Celebrate agreements;
8. Formulate action plans;
9. Implement action plans;
10. Evaluate the management effort.
 Management Strategies
Considerations for Choosing intervene:-
# How much conflict is ‘appropriate’?
# The wrong choice can be costly.
# On what grounds should conflict managers
promote more or less conflict?
# ‘Just right’ conflict level depends on unique
combination of------Interests, Personal context,
Personal history and Detailed knowledge of the
situation.
 Management Strategies
Management Interventions are:--
1. Redirecting Behavior:
# Controlling issues # Refocusing alternatives
# Altering communications # Changing tactics
2. Reallocating Resources:
# Altering resources interdependence
# Altering management resources
3. Reframing Perspectives:
# Reformulate party interests # Revise unrealistic
stereotypes # Reconceptualize the situation #
Recognize conflict dynamics
 Management Strategies
4. Realizing Underlying Forces:
# Redefine unit boundaries
# Alter boundaries acceptability
# Revise formal rules and procedures
# Renegotiate shared norms and values
# Refocus incentives
 Negotiation Skills
Common mistakes in Traditional Negotiation
Approach:-
1. Affected by fame;
2. Commitment to previous course of actions;
3. Gain must come at the expense of other;
4. Judgments tend to be anchored upon irrelevant
information;
5. It relies on readily available information;
6. Opponents information is not consider properly;
7. Tend to favor the individuals who are involve with
negotiation.
 Negotiation Skills
# Negotiation is a common mechanism for
resolving difference and allocating resources.
# Negotiation is a decision making process
among interdependent parties who do not
share identical preferences.

# Negotiation can go beyond just resolving

conflict and become a managerial skill for
personal and organizational success.
 Negotiation Skills
Traditional Negotiation Approach:
A. Distribute Bargaining Approach
# Focus on how to get biggest share;
# Compromising, forcing, accommodating and
avoiding are associated with approach.
B. Positional Bargaining Approach
# It involves successively taking and giving up;
# This is what happens when one haggles in a open
market;
# It also happens in international diplomacy.
 Negotiation Skills
Hard Bargaining:
• The goal is victory
• Distrust others
• Dig in to your position
• Make threats
• Try to win
Soft Bargaining:
• The goal is agreement
• Trust others
• Change your position easily
• Try to avoid a contrast of will
• Minimize pressure
 Negotiation Skills
Newly Emerging Negotiation Skills:
# Based on collaborating
# It is an integrative approach
# It is a problem solving technique to find win-win outcomes.
# Establishing a super ordinate goals
# Explore common interest
Basic Four Elements:
1. People= Separate people from the problem;
2. Interest= Focus on interest not position;
3. Options= Generate a variety of possibilities;
4. Criteria= Ensure objective standard.
 Negotiation Skills
Components of Negotiation Performance:
• Personality
• Approach
• Style
• Substantive issues
• All parties involvement
• Temperament
• Values
• Power
• Nature of the conflict
• Needs
• Interest
 Negotiation Skills
Strategies for An Effective Negotiation(Rules)
1. Practice critical thinking and empathy
2. Study psychology, sociology, communication and conflict
theories
3. Know yourself
4. Understand the dynamics of conflict
5. Know major negotiation styles
6. Communicate effectively
7. Acknowledge cultural expectation
8. Understand the dynamics of power
9. Identify interests and goals
10. Be assertive
11. Be persuasive
12. Avoid common mistakes
 Negotiation Skills
13. Use tactics
14. Use third party help
15. Know how to evaluate your performance.

Four Major Negotiation Styles:

1. Avoidance
2. Adversarial/ Competitive
3. Accommodating / Compromising
4. Cooperative / Collaborative
 Negotiation Skills
Stages of The Negotiation Process:
1. Preparation stage
2. The introduction stage
3. The initiation stage
4. The intensification stage
5. The closing stage
The Four Control Tactics
6. Agenda control
7. Limits
8. Precedent
9. Time
 Negotiation Skills
The Seven Pressure Tactics:
1. Large demand
2. Threats
3. Deadlock
4. Surprise
5. Bypass
6. Divide and conquer
7. Coalition
 Negotiation Skills
The Nine Trap Tactics:
1. Simplicity
2. Contrast (Make difference with past result)
3. Untrue
4. Hidden strings
5. Slicing
6. Off-the record
7. Good guy- bad guy
8. Final offer
9. Last minute demand