Chapter 12: Communicating and Interpersonal Skills



Chapter 12: Communicating and Interpersonal Skills

Section 12.3 - How Do You Manage Conflict

Key Terms

• Conflict

• Traditional view of conflict

• Human relations view of conflict

• Interactionist view of conflict

• Functional conflicts

• Dysfunctional conflicts

• Devil’s advocate

• Negotiation

• Distributive bargaining

• Integrative bargaining

Summary

How do managers manage conflict? The importance of conflict management is reinforced by a survey of the topics managers consider most important in management development programs. Conflict management was rated as more important than decision making, leadership or communication skill.

If people perceive differences, then a conflict state exists. Three differing views have evolved toward conflict in organizations: traditional view, human relations view, and interactionist view. The traditional view of conflict suggests that all conflict is bad and must be avoided. The human relations view of conflict is natural and inevitable and has the potential to be a positive force. The interactionist view of conflict is that some conflict is necessary for an organization to perform effectively.

Some conflicts support the goals of organization. These are functional conflicts of a constructive form. Other conflicts prevent an organization from achieving its goals. These are dysfunctional conflicts of a destructive form.

Conflict in any organization is inevitable. To help deal with conflict the research of Kenneth W. Thomas has given us some insight. The intention of the other party must be determined. The response will depend on his or her cooperativeness or assertiveness. Using these two dimensions, Thomas was able to identify four distinct conflict-handling techniques plus one “middle of the road” option. The conflict-handling techniques are listed below.

• competing (assertive but uncooperative),

• collaborating (assertive and cooperative),

• avoid (unassertive and uncooperative),

• accommodating (unassertive but cooperative), and

• compromising (midrange on both assertiveness and cooperativeness).

One conflict resolution method is not appropriate in all situations. The situation itself must dictate the technique. Some are not worth the effort; some are outside your realm of influence. Still others may be functional and, as such, are best left alone. Your chances of success in managing a conflict will be greatly enhanced if you can view the conflict situation through the eyes of the conflicting parties. The source of the conflict must be determined; once determined, it can generally be separated into three categories: 1) communication differences, 2) structural differences, or 3) personal differences.

Managers spend a significant amount of time on their jobs negotiating. Negotiation is a process in which two or more parties who have different preferences must make a joint decision and come to an agreement. To achieve this goal, both parties typically use a bargaining strategy. There are two general approaches to negotiation—distributive bargaining and integrative bargaining. Distributive bargaining is negotiation under zero-sum conditions, in which any gain made by one party involves a loss to the other party. Integrative bargaining is negotiation in which there is at least one settlement that involves no loss to either party. The essence of effective negotiation can be summarized with these seven recommendations:

1. Research the individual with whom you’ll be negotiating

2. Begin with a positive overture

3. Address problems, not personalities

4. Pay little attention to initial offers

5. Emphasize win-win solutions

6. Create an open and trusting climate

7. If needed, be open to accepting third-party assistance

The ability to deliver effective presentations is an important skill for career success. One cannot overlook the importance of presentation skills to your success in management. Suggestions to enhance your presentation skills include: prepare for the presentation, make your opening comments, make your points, end the presentation, and answer questions. If your audience is interested in what you have to say, they’ll listen. Put your effort into presenting the material and meeting the audience’s needs.

Section Outline

How Do You Manage Conflict?

A. What is conflict management?

1. Traditional view

2. Human relations view

3. Interactionist view

B. Can conflict be positive and negative?

C. What are the conflict-handling styles?

D. Which conflicts do you handle?

E. Who are the conflict players?

F. What are the sources of the conflict?

G. How does a manager stimulate conflict?

What are Negotiation Skills?

How do Bargaining Strategies Differ?

A. What is distributive bargaining?

B. How do you develop effective negotiation skills?

What is an Effective Presentation?

A. How do you make a presentation?

B. What about delivery issues?

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