Conflict
Part # 1 3 types of conflicts. Part # 2 Conflict levels. Part # 3 3 reasons that conflicts grow. Part # 4 Negative results of conflicts. Part # 5 Positive results of conflicts.
Part # 1 3 types of conflicts
Conflict type # 1 Conflict about what people have
Level # 1: Have Results Products Level # 2: Do What people do How people do things Level # 3: Be Why people do things How people think Values Personality
Examples Physical / structural / manufactured capital Land. Buildings. Vehicles. Machines, tools, hardware. Furniture. Financial capital Shares. Bonds. Cash.
For a conflict to be a conflict, a limited / scarce resource, that both parties want / compete for, need to exist.
Source Fred Kofman. http://youtu.be/Uo_5fKKaxUk
Conflict type # 2 Conflict about what people do or how people do things
Level # 1: Have Results Products Level # 2: Do What people do How people do things Level # 3: Be Why people do things How people think Values Personality
Broad target
Narrow target (Particular customers or markets)
Low cost
Differentiation
Low cost strategy
Differentiation strategy
Low cost focus strategy
Differentiation focus strategy
Example # 1. How is marketing done? 1-way communication or 2-way communication. Example # 2. How is office space designed? Open and bright or Closed and dark. Example # 3. How is work organized? Hierarchies or use of social media. Example # 4. How are people paid for work they do? A manager decides who is paid how much or Everyone decides who is paid how much. Example # 5. How do managers communicate? Command, give answers or Ask questions, listen. Example # 6. How is education done? Standardized or Individualized.
A person acts according to the values and norms of his or her culture; another person holding a different worldview might interpret his or her behaviour from an opposite standpoint. This situation creates misunderstanding and can lead to conflict.
Source http://www.colorado.edu/conflict/peace/example/will5746.htm
Conflict type # 3 Conflict about how people think
Level # 1: Have Results Products Level # 2: Do What people do How people do things Level # 3: Be How people think Why people do things Values Personality
Example 1
9
People should be very careful not to make any mistakes at work
People should continously try out new things at work
On a scale from 1 to 9, where would you position yourself? Why?
Creativity Curiosity Freedom Experimentation Daring
Variation
Ambition Individualism Competition Dominance Control Power
Equality
Helpful
Honesty Forgiving
Love
Friendship
Tradition Family Discipline Conformity Security Clean
Other sources http://www.scribd.com/doc/34862800/Values http://www.scribd.com/doc/36200010/questions-to-discover-your-values
Part # 2 Conflict levels
Part # 3 3 reasons that conflicts grow
Reason # 1 More changes and more stress Source http://www.isct.net/isct/html/left/forschung/download/syst_konfliktcoaching.pdf
Conflict Frustration Aggressiveness Anger Stress Change
Constantly online
Many friends / contact persons, e.g. on social media
High speed in life
High demands from family, friends, and/or work collaborators
Frequent change of job content Changing working hours
Stress
Personal identity depends on job
High ambitions
Change of place of work / living
High degree of responsibility for other people
High demands for constantly learning new / innovating Lack of influence on own job
High demands for performance
High degree of insecurity in job
Being able to manage and relieve stress in the moment is the key to staying balanced, focused, and in control, no matter what challenges you face.
Source http://www.helpguide.org/mental/eq8_conflict_resolution.htm
http://www.slideshare.net/frankcalberg/ideas-to-prevent-stress
Reason # 2 More communication across functions, hiearchies, companies
The growth in organizational interdependencies, the shift to collaborative team-based structures, increased diversity, and heightened environmental uncertainty all have the potential to result in substantially higher degrees of organizational conflict.
Sources Callanan, Gerard A. & Perri, David F.: Teaching Conflict Management Using a Scenario-Based Approach. Amason, 1996; Amason, Thompson, Hochwarter & Harrison, 1995.
Reason # 3 More communication across global markets and cultures
As organizations continue to expand globally, culture has added even more complexity to the organization, and, as a result, firms are making teams and groups increasingly more important in solving complex issues.
Source Stewart & Barrick, 2000; West, 2002. Lang, Matthew: Conflict Management: A Gap in Business Education Curricula.
The growing complexity of organizations, use of teams and group decision making, and globalization are likely culprits.
Source Jassawalla & Sashittal, 1999; Jehn, 2000; Kahai, Sosik, & Avolio, 2004; Pfeffer & Veiga, 1999; Tjosvold, 1985. Lang, Matthew: Conflict Management: A Gap in Business Education Curricula.
Part # 4 Negative results of conflicts
Strong conflict makes performance worse
Source http://images.flatworldknowledge.com/bauer_1.1/bauer_1.1-fig10_004.jpg
Conflict not managed will bring about delays disinterest lack of action in extreme cases a complete breakdown of the group.
Sources Parker, 1974. http://ohioline.osu.edu/cd-fact/l701.html
Unmanaged conflict may result in withdrawal of individuals and an unwillingness on their part to participate in other groups or assist with various group action programs.
Sources Parker, 1974. http://ohioline.osu.edu/cd-fact/l701.html
According to surveys, managers spend more than 20% of their time dealing with conflict or its aftermath.
Sources http://sampleresearchproposals.blogspot.com/2010/01/impact-of-strategic-conflict-management.html Lang, Matthew: Conflict Management: A Gap in Business Education Curricula.
When we have crises, people pray more.
Source: Interview with Lionel Tiger, anthropology expert. http://bigthink.com/ideas/20158
Religion and wealth
Source http://pewglobal.org/reports/display.php?ReportID=258
Part # 5 Positive results of conflicts
Conflict can at times serve to stimulate change.
Source Morgan, Gareth: Images of Organization, p. 201.
Conflict can help maintain an optimum level of stimulation and activation. Conflict can contribute to an organization’s adaptive and innovative capabilities. Conflict can serve as a basic source of feedback regarding critical relationships, the distribution of power, and the problems that require management attention.
Source: Miles, 1980.
The dynamic tension that results when executives go head-to-head can be a source of great creativity, excitement, and even strength.
Source Guttman, Howard M.: Conflict Management as a core competency for HR professionals. People and Strategy, 2009.
The word crisis derives from the Greek word for ”decision”.
Source Levine, Robert: A Geography of Time, location 2642.
Teams that debated their ideas produced an average of 25% more ideas than the other teams in the same period of time.
Source http://99u.com/articles/7224/Why-Fighting-For-Our-Ideas-Makes-Them-Better
Conflict management strategies http://www.slideshare.net/frankcalberg/conflict-management-1537777