Lcomm L2 - Lecture notes 2 PDF

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Lecture notes with Debashish Munshi...

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Lecture 2 - Managing Conflict Monday, 26 July 2021

2:13 PM

Top three common causes of workplace conflict • 49% - warring egos • 34% - workplace stress • 33% heavy workloads Four properties of conflict (Folger, Poole, & Stutman, 2012) 1. 2. 3. 4.

Conflict is constituted and sustained by moved and countermoves Patterns of behaviour in conflicts tend to perpetuate themselves Conflict interaction is influenced by and in turn affects relationships Conflict interaction is influenced by the context in which it occurs

Conflict is constituted and sustained by moved and countermoves - someone makes "a move" and another person makes a counter move and that leads to the conflict. You can't really have a conflict without a countermove. • Initiation • Response • Counter response • Interactions usually based on a number (and variety) of interactions • The enactment of the initiation-response-counter response pattern depends a lot on the ability and exercise of power by one or more parties Patterns of behaviour in conflict tend to perpetuate themselves Conflicts tend to involve reinforcing cycles of communicative behaviour • Negative -escalation of conflict -anger leads to verbal abuse, which, in turn, can lead to violence • Positive -moves towards solutions and settlements Self-reflection leads to composed attitudes towards situations Conflicts tend to continue because each side predicts a response and acts on the basis of that prediction • Predictions are based on assumptions, previous experiences, and selfexpectations

Conflicts often acquire a life of its own - we know what is going to happen and yet we can't stop it Conflicts interaction is influenced by and, in turn, affects relationships • Alongside substantive aspects, conflicts have key emotional and relationship components to them • What happens during conflict has a large impacts on our relationships • Concern (or a lack of concern) for relationship management can shape the direction a conflict takes and the moves and counter moves parties make Conflict interaction is influenced by the context in which it occurs • Personal histories - past experiences • Climate of the situations - the general atmosphere during the interactions • Physical setting and the role of other parties These all will affect how the conflict occurs, and may end/go in a different direction depending on the context. Conflict spiral (Eunson, 2012) Conflicts often escalate with one step leading to another. Not all conflicts are sequential and some conflicts skip certain steps. Steps of a typical conflict spiral: • Tolerance • Covert resistance • Overt resistance • Critical incidents • Selective perception • Enlisting the support of others • Issue linkage • Ritual or hot-button words • Threats • Action • Provocation • Retaliation • Violence

The role of power • Power is the ability to influence or control events • Power stems from relationships among people • Power is a resource only because others endorse the resource • Power can be negotiated in all situations (some with greater effect than others) Power bases/resources: • Coercive power - threaten someone to get them to do what you want • Reward power - offering someone a reward for doing something you want • Legitimate power - power vested in you by some authority e.g. police have legitimacy of power to get someone to stop • Referent power - likeability, gaining power by gaining someone's respect. • Expert power - knowledgeable power, e.g. a doctor, lawyer Power in conflicts • Exercise of power • Can be used effectively in some circumstances -need to act quickly: an emergency -need to pull rank to make an unpopular decision • But more often it can be destructive and debilitating

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But more often it can be destructive and debilitating -threats -constant criticism -intimidation

Using power during conflict General approach for using power during a conflict • To manage conflict • Used after reason, logic and requests fail • Effective if you have the resources to carry it out or the other perceived you have credibility (legitimate power or expert power) Power moves can be triggering events for conflict and invite countermoves Not carrying our the threat/promise lowers future power; overuse can also reduce future power Direct vs indirect Direct • Threats and promises • Suppress issues by creating fear Indirect • Relational control Types of relational messages: -liking/affection -control -team player/individual -status Problematic parts • Denials and misinterpretations Strategies Strengthening power • Managing uncertainty - fostering stability in an organisation or group • Being irreplaceable - acquiring specialist knowledge • Exercising control - controlling decision-making processes • Generating resources - getting funding, employing skilled staff • Building partnerships - building relationships both internally and externally Exercising power • Focusing on facts and figures - demonstrating impartiality • Drawing on external expertise when required - building credibility • Prioritising items on the agenda - influencing strategic decisions • Engaging with human development - making everyone feel wanted and part

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Engaging with human development making everyone feel wanted and part of the team

Working with power Diagnosing power • Determine possible resources and who holds them • Identify power through its effects • Identify where the power structures are and see if they are equitable • Look for unique vs. shared power resources Fostering shared power • Ensure all parties have shared goals • Develop common bases of power that all have access to • Reach agreement on norms for what type of power can be used • Encourage subgroups of lower power people to work together as counterweight to higher power people Power of resistance • Compliance-resisting strategy • Dissent as an expression of power Responding to and managing conflict Four common mistakes in dealing with conflict at the workplace • "It's not my problem" - leaving conflict unaddressed or expecting others to solve the problem can easily cause the situation to escalate. This can affect the entire team. • Failing to spot signs early - signs of bubbling conflict can be seen in body language, facial expressions, or tone of voice • Failure to take prompt action - conflict usually begins with small disagreements that can often be resolved when addressed early. Failing to take prompt action, can lead to conflict escalation • Taking sides - even if you agree with one individual in particular, you should remain objective while discussing conflict between team members. Remember that your role is to help the individuals address the issues causing the conflict and to reach a resolution that works well for both of them 'Prevention is better than the cure' The most effective strategy for managing destructive conflict is to prevent it from arising in the first place. • Noticing non-verbal signals - a person may say that they agree with what has been said, but their hesitant tone probably tells a different story. Noticing this can help you to investigate the issue.

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Challenging assumptions - checking assumptions can help deal with issues of perception Thinking about how we phrase things - by asking someone questions in a curious, empathetic manner rather than a challenging tone, we encourage someone to share rather than shut down Clarifying details - summarising your understanding can clarify any misunderstandings Listening attentively - active listening is way more than mere hearing

Conflict management styles Some of the styles people adopt in managing conflict are directly related to their approaches to a conflict situation. For example, those who tend to avoid conflicts, adopt an avoiding style; those who are accommodating adopt an obliging style; those who take an aggressive position adopt a dominating or competing style, and those who are keen on collaboration adopt an integrating style. Pragmatic people who are open to making compromises often take up a compromising style. Pros and cons of styles Avoiding style: • Pros: time to reflect on situation and think of responses • Cons: allows conflict to linger on Obliging style: • Pros: useful in strengthening relationships • Cons: overuse can suggest weakness Dominating style/ competing: • Pros: useful in situations that demand quick and decisive action • Cons: can harm relationships; harden the conflict; lead to violence and strife Integrating style: • Pros: promotes collaboration; opens up creativity • Cons: not useful if there is a huge power disparity between parties Compromising style: • Pros: practical, quick-fix solutions • Cons: prevents creative, win-win solutions Point to note • While people do not have distinct personalities, they are not mechanical beings and their communication styles are not the same at all times • Styles depend on how much concern a person has for one's own self and how much concern they have for the other in a given situation

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People choose a particular style of response depending on the specific context These styles don't always fit into neat boxes People can and do change their styles as a conflict progresses

When might it be appropriate to avoid a conflict? • When an issue is trivial and other issues are more important or pressing - use time and effort where it will be most productive • When there is no opportunity to constructively address the concern attempts to deal with the problem will likely result in futility and may make matters worse. It may not be the right time or place. • When the potential cost of confronting the conflict outweighs the benefits in addressing it - this requires assessment and judgement • To buy time and give angry people an opportunity to "cool down" so that tensions can be reduced - it is important for parties to take a break to regain perspective and composure when the situation becomes heated • To refrain from making a rushed decision and allow time to obtain more information or support - well planned and prepared decision are usually the best decisions • When it is more appropriate for others to resolve the conflict - resist getting in the middle of conflicts that are better dealt with by other people • When the issue at hand is tangential or a "smoke screen" for the real problems that needs to be addressed - look for the core of the problem and not just the symptoms When is avoiding conflict not a good choice? • When you compromise your true feelings and storing up frustration ends up negatively affecting your health • When conflict avoidance impacts your relationships because you're cutting off all honest communication with the other person • When it compromises issues of justice and fairness • When avoidance is only a means of postponing the issue Context Styles can vary according to the context(s) of a situation • Personal context - what are the life experiences of the persons involved? • Physical context - what is the location of the conflict? When did it take place and for how long? • Social context or organisational context - who are the people involved in the conflict? What is the relationship between them? • Cultural context - what are the family values of the persons involved?

Community norms? Ways of doing things? When people are faced with a conflict situation, they adopt a particular style of dealing with it based on their personality, the context of the situation, the motives and behaviour of the other parties. Responding to conflict

Three orientations of conflict management Lose-lose • Neither side is satisfied with the outcome • Compromise Win-lose • Assumes only one side can win at the expense of the other • Undermines relationships Win-win • Creative solutions that can benefit both parties • Problem-solving approach Conflict in organisational settings (Eunson, 2012)...