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

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 organizations 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