- What are Conflicts About?
- The Topic at hand
- Pay and other compensation
- Resources
- Scheduling
- Job assignments
- Quality of products and services
- Budgeting
- The Process: some disputes are more about 'how' to do something tant what to do. Some common issues are
- Labor and management - work contract disputes
- Distribution of task in a project team
- Choice of event for fundraising
- Relational Issues: how parties want to be treated by one another
- Among family members
- Employer vs. Employees
- Management and hierarchy
- Ego/Identity Issues
- Competence
- Commitment
- Fairness
- Honesty
- Reasonableness
- Professionalism
- Approaches to Conflict
- Avoiding: one way to deal with confliect is to avoir it whenever possible and withdraw when confronted.
- Refusing to take phone call
- Staying barricaded in the office
- Psychological : denying that a problem exists or that it is serious, repressing emotional reactions
- Avoiding may have drawback and may have unaceptable costs (loss of self-respect, frustration, problem
- Consider Avoiding
- When an issue is genuinely trivial, or when more important issues are pressing.
- When you have no chance of winning.
- When the potential for disruption outweights the benefits of resolution.
- To let others cool down and regain perpective.
- When the long term costs of winning may outweigh short-term gains.
- When others can resolve the conflict more effectively.
- Consider Accommodating
- When you find you are wrong
- When the issue is important to the other party and not important to you
- To build social credit for later issues
- To minimize loss when you are outmatched and losing
- When harmony and stability are more imporant than the subject at hand
- To allow others to learn by making their own mistakes.
- Consider Competing
- When quick, decisive action is vital (e.g. emergencies)
- On important issues where unpopular actions need implementing (e.g. Cost cutting, enforcing unpopular rules)
- When others will take advantage of your noncompetitive behaviour.
- Consider Collaborating
- To find solutions when both parties' concerns are too important to be compromised
- When a long-term relationship between the parties is important
- To gain commitment of all parties by building consensus
- When the other party is willing to take a collaborative approach.
- Consider Compromising
- When goals are important but not worth the effort or potential disruption of more assertive modes
- When opponents with equal power are committed to mutually exclusive goals
- To achieve temporay settlements of complex issues
- To arrive at expedient solutions under time pressure
- As a backup when collaboration is unsuccessful
- Handling Conflicts Constructively
- Negotiation strategies and outcomes: a common negotiating strategy is the competive win-lose approach. No one seeks lose-lose outcomes, but they can arise when competitors try to gain an advantage at one another's expense. Sometimes it seems better to compromise than to fight battles in a competitve manner and risk a lose-lose outcome. When negotiators collaborate, they can often - though not always - achieve a win-win outcome, in which everybody involved is satisfied. Examples of win-win solutions:
- Shorter working hours for teachers
- Increasing employee compensation
- Blending business goals and community beauty
- Preparing to negotiate
- Clarify your interests and needs
- Consider the best time to raise the issue
- Prepare your statement
- Conducting the negotiation
- Identify the ends both parties are seeking
- Brainstorm a list of possible solutions
- Evaluate the alternative solutions
- Implement and follwo up on the solution
- A Case Study of win-win problem solving
- Identify the needs of both parties
- Brainstorm a list of possible solutions
- Evaluate the alternative solutions
- Implement the solution
- Follow-up on the solution
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