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Week8QWhyislearningaboutconflictmanagementrelevant?ATohelpdevelopandfacilitateleadership,teambuilding,performancemanagement,andconflictmanagementskillsinanITenvironmentRequiredreading:Darling,J.,&Walker,W.(2001).Effectiveconflictmanagement.LeadershipandOrganizationDevelopmentJournal,22(5),230-242.RetrievedFebruary10,2006from::Cadle&Yeates,2004,Ch23.NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStress4NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStress4Conflictisaformofrelatingorinteractingwherewefindourselves(eitherasindividualsorgroups)undersomesortofperceivedthreattoourpersonalorcollectivegoals.Thesegoalsareusuallytodowithourinterpersonalwants.Theseperceivedthreatsmaybeeitherrealorimagined(Condliffe,1991,p3).ConflictSourcesofConflict(Bisno)ProjectSourcesofConflict(Thamhain&Wilemon)SourcesofConflict(Bisno)BiosocialPersonalityandinteractionalStructuralCulturalandideologicalConvergenceBisno’sSourcesofConflict(Condliffe,1991,p6)SourcesofConflict(Bisno)BiosocialPersonalityandinteractionalStructuralCulturalandideologicalConvergenceSourcesofConflict(Bisno)BiosocialPersonalityandinteractionalStructuralCulturalandideologicalConvergenceProjectSourcesofConflict(Thamhain&Wilemon)ProjectschedulesProjectprioritiesWorkforce(Nicholas,2001,p519)(Nicholas,2001,p519)ComponentsofConflictValues:ideasandfeelingsaboutrightandwrong(difficulttoresolve)ComponentsofConflictInterests:thingsthatmotivateeg.managersandworkershavedifferentinterestsComponentsofConflictEmotional:feelingsthataccompanyhumaninteractionseg.anger,fear,reject,andlossComponentsofConflictEmotional:feelingsthataccompanyhumaninteractionseg.anger,fear,reject,andlossInterests:thingsthatmotivateeg.managersandworkershavedifferentinterestsValues:ideasandfeelingsaboutrightandwrong(difficulttoresolve)ComponentsofConflictWhenyouhavetodealwithconflicttackletheemotionalissuesfirstthenaddressvaluesandinterestsConsequencesofconflictGoodConsequencesofConflictincreasedcreativityItforcespeopletoclarifytheirviewsItcanproduceconstructivesocialchangeItgivespeopletheopportunitytotesttheircapacitiesdevelopmentofgroupandorganizationcohesionBadConsequencesofConflictViolencebreakdownofrelationshipspolarizationofviewsintostaticpositionsAbreakdownofcollaborativeventuresdestructionofcommunicationGroupthinkGroupthinkisatendencyforstrongconformitypressureswithingroupstoleadtothebreakdownofcriticalthinkingandencourageprematureacceptanceofquestionabledecisionsGroupthinkLackofconflictisasignofoverconformity.ItisunhealthywhenthereisnoconflictYouneeddiversityofopinionConsequencesofconflict33NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStressConflictHandlingStylesAvoidingCompromiseCompetitionAccommodationCollaborationWhichconflicthandlingstylewillyouuse?Whichconflicthandlingstylewillyouuse?ProjectManagersmayhaveapreferredstyleformanagingconflictWhichconflicthandlingstylewillyouuse?ProjectManagersmayhaveapreferredstyleformanagingconflictYoushouldusedifferentstylesdependingontheproblem–andgettherebyusingyourabilitytoreadsituationavoidingaccommodationcompetitioncompromisecollaborationCharacteristics•ignoringconflictsandhopingthey’llgoaway•puttingproblemsunderconsiderationoronhold•useofsecrecytoavoidconfrontation•appealtobureaucraticrulesAvoidingWhentouse•Trivial,small/unimportantissue•noperceivedchanceofresolution•Toallowacooldownperiod•ToallowotherstoresolvethesituationCharacteristics•negotiation•lookingfordealsandtrade-offs•findingsatisfactoryoracceptablesolutionsWhentouse•goalsareimportant,butnotwortheffort•opponentswithequalpowerarecommittedtomutuallyexclusivegoals•achievetemporarysettlementstoissues•arriveatsolutionsundertimepressure•back-uptocollaborationorcompetitionCompromiseCharacteristics•createwin-losesituations•useofpowerplays•forcingsubmissionWhentouse•quick,decisiveactionisvital,veryimportant•unpopularactionseg.costcutting•issuesarevitaltocompanywelfare•againstpeoplewhotakeadvantageofnon-competitivebehaviorCompetitionCharacteristics•givingway•submissionandfulfillmentWhentouse•findyouarewrong•issuesmoreimportanttoothersthanyourself•maintaincooperation•buildsocialcreditsforlateron•minimizeloss•harmonyandstabilityareimportant•allowteammemberstolearnfromtheirmistakesAccommodationCharacteristics•problem-solvingcarriage•tackledifferences•sharingideasandinformation•seeingproblemsandconflictsaschallengesWhentouse•findanintegrativesolutionwhenbothsetsofconcernsareimportant•objectiveistolearnCollaboration2MethodsforResolvingConflictinateam•RoleClarificationTechnique(RAT)•IntergroupConflictResolutionRoleClarificationTechnique(RAT)Thisisasystematicprocedurewhichinvolvesallteammembersunderstandingtherequirementsoftheirofownandeveryoneelse'sposition,dutiesandexpectationsYou’llneedtoclarifyrolesforteamandindividuals;forexampleviaquestionnaires(orforprojectteams-RAMmatrices!)IntergroupConflictResolutionEachgroupshouldpreparelistofwhattheywouldli