BILKENT UNIVERSITY APPLIED SCHOOL OF TECHNOLOGY AND MANAGEMENT BUSINESS INFORMATION MANAGEMENT

Chapter 5:
Conflict Resolution

Conflict Important
Conflict is the internal or external tension that occurs when you anticipate difficulty meeting important needs.

Boss, spouse, child, etc.

Conflict Types

Five leading causes of conflict:

Misunderstanding miscommunication !isrespect or disregard for other people Conflicting egos Impatience Fear and insecurity over loss of control

Conflict Types

"seudo conflicts
#ot real conflicts$ they are perceived. T%o causes: faulty assumptions and false dilemmas Faulty assumptions: mista&ing assumptions for facts False dilemmas: people only see t%o solutions to a pro'lem

Fact conflicts
"arties disagree a'out information that could easily 'e verified Fact conflicts can turn into ego conflicts

(go conflicts
) dispute centers on status or po%er Initial argument may 'e over a factual *uestion Conflict centers on +%ho, has the +right, facts

-alue conflicts
Focus on personal 'eliefs -alue rights, religion, etc.

#eed conflicts
#eeds of one individual clash %ith the needs of another

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Conflict Management .tyles

)voiders
.ee conflict as hopeless and useless )re impersonal or distant Remove self mentally or physically /ac& commitment to finding solutions 0time, energy, confidence or s&ills1 Be an Avoider: to 'uy time, to defuse strong emotions, if the conflict isn2t %orth

it

)ccommodators
Believe conflict is destructive 3vervalue maintaining relationships 4ndervalue o%n needs !on2t ma&e %aves 5ant peace at any price

Be an Accommodator: %hen the issue isn2t that important to you or %hen conceding is easier

Forcers
Believe %inning is the only thing /ove challenge and achievement (6press anger %hen others don2t agree )re %illing to sacrifice others %ho don2t agree Typically use emotional appeals, strong deliveries and persistence Be a Forcer: %hen decisions have to 'e made *uic&ly, crisis

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Compromisers
Believe half is 'etter than none 5ant each side to gain something 4se voting or 'argaining to decide )void the real issues Typically use maneuvering, negotiating and trading Be a Compromiser: disagreement isn2t vital

Colla'orators
Believe 'oth parties can meet their needs .ee conflict as a natural %ay to meet needs 5ant to hear the needs of others -ie% the other as e*ual in conflict

Be a Colla'orator: %hen there is time, if 'oth parties are %illing to %or& together

Conflict .trategy 7uidelines

Recogni8e the +enemies, that can limit your a'ility to manage conflict effectively. 9our desire to e6plain your side first Failure to listen attentively Fear of losing control, %hat you value Misconception that one must %in and the other must lose

Identify your needs and those of the other person. :eeps you focused on the issue Identify the needs Be empathic "lan %hat you %ant to say. Four "art )ssertion Message !escri'e the 'ehavior Identify your feelings .tate the tangi'le conse*uences Ma&e a re*uest

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Choose the right time. Rela6ed, free from distractions and prepared to spend time Ta&e turns spea&ing and listening. /isten open mindedly rather than defensively "araphrase one another (ncourage active listening .et the stage for finding a solution. 5or& colla'oratively Brainstorm (6press appreciation. Than& the other person (nd the discussion on a positive note

Responding to Criticism
Three types of criticism: Manipulative Vague Valid

Responding to Criticism

Fogging
4se for manipulative criticism "resents a non defensive, indifferent response to criticism .ee&s to ac&no%ledge the criticism !oes not agree or disagree

#egative )ssertion
.trongly agrees %ith valid criticism
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)dmits mista&es )nnounces that the critic is right )dds %hat you have learned from the mista&e (6presses a sad, regretful tone

#egative In*uiry
Clarifies the intent of vague criticism .hares a pu88led, confused tone .ee&s further information 4ses *uestions

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