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ChrisJarvis1Management,People&OrganisationsManagingConflictsofInterestChrisJarvis2Management,People&OrganisationsDefinition-Conflictaprocesswhichbeginswhenonepartyperceivesthattheotherisfrustrated,orisabouttofrustrate,someconcernofhis(orher).Thomas,1976inB&Hp634ChrisJarvis3Management,People&OrganisationsExerciseClients–whoisaffected?Actors–whoaretheleadingplayers(individuals,groupsandinstitutions)Transformations(whatisthecontentandprocess?Whatisthegroundthatisbeingfoughtover?)World-view–whatisthewiderperspectiveOrganisation–whataretheorganisationalandcoordinativeimplicationsEnvironment–whatarethecharacteristicsoftheenvironmentinwhichthisisplayed?Whataretheconflicts&interests?Howaretheymanifested(feelings&behaviour)?Howwouldtheconflictsnormallyberesolved?Howdoyouthinktheparticipantsperceivetheresolutionsintermsofdegreeofsatisfaction?ReviewanapparentsourceofconflictofinterestinyourorganisationChrisJarvis4Management,People&OrganisationsOrganisationalpolicyandpracticeonconflictmanagementWhatwouldbethecontentandcoverageofanorganisationalpolicyonconflictmanagement?Whatpolicyareas?Whatnormsandexpectationsintermsofbehaviour?ChrisJarvis5Management,People&OrganisationsFactorsinfluencingthemannerofresolutionOrganisationalclimate&cultureHabituation,custom&practice,statusquoPersonalorpoliticalinterestsPresenceorabsenceofsystems,policies&proceduresformanagingconflictIndividualskillinconflicthandlingWillingnesstocompromiseChrisJarvis6Management,People&OrganisationsAttitudestowardsconflictAwayoflifeWar(…all'sfairinlove&…..)AttritionCoupdegraceCompetition(…we'llseewhogetstherefirst)Avoidance(…leavewellalone)Accommodation(…no,afteryou)Compromise(…splitthedifference)Collaboration(…letsworkthisouttogether)B&Hpp564-656ChrisJarvis7Management,People&OrganisationsConflictandinterpersonalcommunicationRaw,coercive,physicalpowerConflictasamediatedprocessofsocialinteractionIndividualprocesses(aggressiveandpolitecommunication,conflicthandling,competence)Waysofthinkingaboutit(roles&identities,institutionalpressures,culturalandorganisationalconstraints,ethicalboundaries)Interactiveprocesses(formalnegotiations,cultural&communicationprocessesininternationalbusiness,negotiationincrises,officeresentmentsandclashes)AnneMaydenNicoretaetal1995ChrisJarvis8Management,People&OrganisationsSourcesofconflictOrganisationalhierarchyCompetitionforscarceresourcesSelf-image&stereotypicalviewsofothersDifferinggoals&objectivesFailures&resultantblamefixingPoorcoordinationofactivitiesChrisJarvis9Management,People&OrganisationsPlayerattitudesIwin–youlose(aggressive)Ilose–youwin(passive)Ilose–youlose(totalwar)Iwin–youwin(assertive)ChrisJarvis10Management,People&OrganisationsStokingthefiresDoingthingsbythebookPoorordysfunctionalcommunicationPickingflightsSabotage&spoilingtacticsDisregardingalienation&isolationPublic(ritual)humiliationHighlightingfaults&failuresofothersOvertimeèdistortedperceptions&raw,exaggeratedemotions.Rationalactionunlikely.ChrisJarvis11Management,People&OrganisationsConflictresolution-definition….Aprocessthathasasitsobjectivetheendingofconflictbetweendisagreeingparties.B&Hpp653ChrisJarvis12Management,People&OrganisationsHowcanweresolvethedamagingeffectsof:Avoidance&festeringsoresAccommodation&resentmentongivinggroundThedilemmaofcompetition–creativity,energy*thenlosersatthetapeWar–attrition,diversionofresources,defend/attack,subjugationtothevictor.Sub-optimisationarisingfromcompromise.Negotiation&bargainingpower,atemporary,expedientdeal.ChrisJarvis13Management,People&OrganisationsUnitaryandpluralisticframesofreferenceUnitaryOnesetofvalues,beliefs,commitmentsSharedunderstanding&commitmenttoobjectivesOnesourceofleadershipTeammembers-AllpullinginthesamedirectionPotentialforharmonyisassumedprovidedleadercommunicateswellDisagreementsètheresultofmisunderstandingDissidents–therabblehypothesisAlanFox–ResearchPapertotheDonovanCommission1968ChrisJarvis14Management,People&OrganisationsUnitaryandpluralisticframesofreferencePluralisticMultiplevalues,beliefs,commitmentsandobjectivesDiverseperceptionsandunderstandingsCompetingsourcesofleadershipandloyaltyIndividuals&membersofseparategroupsPullingindifferentdirections–allinsameboatbut……Potentialfordisagreement+conflictisinherent.NaturaldistrustinmanagementauthorityRighttochallengedecisionsandsharepowerRepresentativeparticipationdissidentsBeyondContract(Fox1974)agreementsarebestwecangetatthemoment.ChrisJarvis15Management,People&OrganisationsConflictmanagementtechniquesConflictresolvingtechniquesinaunitaryframework?inapluralisticsetting?Managementbyconfrontation–stimulatingconflictBargainingDistributivebargainingNegotiations.Fixedsumisdividedup.Win-loseIntegrativebargainingProblem-solvingnegotiation-seektoincreasethetotalcake.Createwin-winsituationbothpartiesIntra-organisationalBargainingRobbins1996(inB&Hp653)ChrisJarvis16Management,People&OrganisationsFormalconflictsOrganisationalmachinerytoreceive&processdisputeswithinu