Conflict Management and Decision Making

1
Conflict Management and Decision Making

• Working through the issues

2
Have you learned lessons only of those who
admired you, and were tender with you, and stood
aside for you? Have you not learned lessons from
those who brace themselves against you,
and dispute the passage with you? Walt Whitman,
American Poet
3
Its your job as leader to create an atmosphere
thattransforms antagonism into creative
energy. John Kao, Harvard Business School
4
Creative Tension
The executive's most difficult task is
almost precisely the reverse of inducing
cooperation. It is to maintain an adequate
degree of tension within the organization
enough fruitful friction among its members so
that all possible points of view are weighed
before important decisions are made. Harland
Cleveland and Rensis Likert
5
Conflict Styles
High
Compete
Collaborate
Assertive for Self
Compromise
Accommodate
Cooperate
Low
High
Low
Cooperative with Others
6
Conflict Styles

• Compete
• May the best person win
• Each person for themselves
• How can I outsmart (or force)
• others into giving me what I want
• Dont show your weaknesses. Find
• theirs and exploit them
• War metaphors

• Collaborate
• We can both get what we need
• Were in this together
• There is a creative solution we havent
• thought of yet
• We can both do better than we initially
• believed
• What are our common interests?

• Compromise
• We both cant get what we want
• We must each give a little
• Lets just split the difference
• Lets meet halfway
• We both need to give and take here

• Avoid
• Id rather not deal with it
• Its easier to just let go of the whole thing
• It is not worth the effort
• It wasnt that important to me anyway
• Ill just get what I need somewhere else

• Accommodate
• The relationship is more important than
• this decision
• Youre always better off with harmony
• Give them what they want, and then they
• will give back in return
• It is important to be nice to others
• My needs arent so important on this one

7
Competing

• Uses
• Emergencies
• Unpopular courses of action
• Company welfare at stake (and you know youre
  right)
• To protect yourself
• High Scores (80th Percentile and above)
• Are you surrounded by yes people?
• Are people afraid to admit ignorance and
  uncertainties?
• Low Scores (20th Percentile and below)
• Do you often feel powerless in situations?
• Do you sometimes have trouble taking a firm
  stand, even when you see the need?

8
Conflict Styles

• Compete
• May the best person win
• Each person for themselves
• How can I outsmart (or force)
• others into giving me what I want
• Dont show your weaknesses. Find
• theirs and exploit them
• War metaphors

• Collaborate
• We can both get what we need
• Were in this together
• There is a creative solution we havent
• thought of yet
• We can both do better than we initially
• believed
• What are our common interests?

• Compromise
• We both cant get what we want
• We must each give a little
• Lets just split the difference
• Lets meet halfway
• We both need to give and take here

• Accommodate
• The relationship is more important than
• this decision
• Youre always better off with harmony
• Give them what they want, and then they
• will give back in return
• It is important to be nice to others
• My needs arent so important on this one

• Avoid
• Id rather not deal with it
• Its easier to just let go of the whole thing
• It is not worth the effort
• It wasnt that important to me anyway
• Ill just get what I need somewhere else

9
Accommodating

• Uses
• When you realize youre wrong
• When issue is more important to the other than to
  you
• To build up social credits
• When competition could damage your cause
• When harmony and avoiding disruption are
  especially important
• To aid in managerial development of employees
• High Scores
• Do you feel that your ideas and concerns
  sometimes do not get the attention they deserve?
• Is discipline lax?
• Low Scores
• Do you sometimes have trouble building goodwill
  with others?
• Do you know when to give up?
• Do others sometimes regard you as unreasonable?

10
Conflict Styles

• Compete
• May the best person win
• Each person for themselves
• How can I outsmart (or force)
• others into giving me what I want
• Dont show your weaknesses. Find
• theirs and exploit them
• War metaphors

• Collaborate
• We can both get what we need
• Were in this together
• There is a creative solution we havent
• thought of yet
• We can both do better than we initially
• believed
• What are our common interests?

• Compromise
• We both cant get what we want
• We must each give a little
• Lets just split the difference
• Lets meet halfway
• We both need to give and take here

• Avoid
• Id rather not deal with it
• Its easier to just let go of the whole thing
• It is not worth the effort
• It wasnt that important to me anyway
• Ill just get what I need somewhere else

• Accommodate
• The relationship is more important than
• this decision
• Youre always better off with harmony
• Give them what they want, and then they
• will give back in return
• It is important to be nice to others
• My needs arent so important on this one

11
Avoiding

• Uses
• When an issue is trivial or more important
  matters pressing
• When theres little chance to satisfy concerns
• When the potential costs outweigh the benefits
• When others can resolve the conflict more
  effectively
• When the issue is symptomatic of another
• High Scores
• Does your coordination suffer because people
  sometimes have trouble getting your input on
  issues?
• Are decisions on important issues made by
  default?
• Low Scores
• Do you sometimes find yourself hurting others
  feelings or stirring up hostilities?
• Do you often feel harried or overwhelmed by a
  number of issues?

12
Conflict Styles

• Collaborate
• We can both get what we need
• Were in this together
• There is a creative solution we havent
• thought of yet
• We can both do better than we initially
• believed
• What are our common interests?

• Compete
• May the best person win
• Each person for themselves
• How can I outsmart (or force)
• others into giving me what I want
• Dont show your weaknesses. Find
• theirs and exploit them
• War metaphors

• Compromise
• We both cant get what we want
• We must each give a little
• Lets just split the difference
• Lets meet halfway
• We both need to give and take here

• Avoid
• Id rather not deal with it
• Its easier to just let go of the whole thing
• It is not worth the effort
• It wasnt that important to me anyway
• Ill just get what I need somewhere else

• Accommodate
• The relationship is more important than
• this decision
• Youre always better off with harmony
• Give them what they want, and then they
• will give back in return
• It is important to be nice to others
• My needs arent so important on this one

13
Collaborating

• Uses
• To find an integrative solution
• When the objective is to learn
• To merge insights from different perspectives
• To gain commitment
• To work through hard feelings that have been
  interfering in getting work done
• High Scores
• Do you sometimes spend time discussing issues in
  depth that do not seem to deserve it?
• Does your collaborative behavior fail to elicit
  collaborative responses from others?
• Low Scores
• Is it difficult for you to see differences as
  opportunities of joint gain?
• Are your employees uncommitted to your decisions
  or policies?

14
Conflict Styles

• Compete
• May the best person win
• Each person for themselves
• How can I outsmart (or force)
• others into giving me what I want
• Dont show your weaknesses. Find
• theirs and exploit them
• War metaphors

• Collaborate
• We can both get what we need
• Were in this together
• There is a creative solution we havent
• thought of yet
• We can both do better than we initially
• believed
• What are our common interests?

• Compromise
• We both cant get what we want
• We must each give a little
• Lets just split the difference
• Lets meet halfway
• We both need to give and take here

• Avoid
• Id rather not deal with it
• Its easier to just let go of the whole thing
• It is not worth the effort
• It wasnt that important to me anyway
• Ill just get what I need somewhere else

• Accommodate
• The relationship is more important than
• this decision
• Youre always better off with harmony
• Give them what they want, and then they
• will give back in return
• It is important to be nice to others
• My needs arent so important on this one

15
Compromising

• Uses
• When goals are moderately important
• When two opponents with equal power are strongly
  committed to mutually exclusive goals (e.g.,
  labor unions)
• To achieve temporary settlements on complex
  issues
• To arrive at an expedient solution under time
  pressure
• As a backup mode when collaboration or
  competition fails
• High Scores
• Do you concentrate so heavily on the
  practicalities and tactics of compromise that you
  sometimes lose site of the larger issues?
• Does an emphasis on bargain create a cynical
  climate of gamesmanship?
• Low Scores
• Do you find it difficult to make concessions
• Do you find yourself too sensitive or embarrassed
  to be effective in bargaining situations?

16
(No Transcript)
17
Decision-Making Model

• Consensus
• Participative
• Parliamentary
• Authoritarian
• Others?

18
Decision Making Processes

• Consensus the right people participate in and
  make the decision together, which requires
  everyones agreement or support. Works best in
  more static environments where speed to decision
  is not a big requirement.
• Participative the right people participate in
  the decision-making process at the right time and
  the decision owner makes the decision based on an
  agreed upon fact base. Works best in fast-moving
  environments where decisions need to made fast.
• Parliamentary the right group participates in
  the decision through discussion, input, and facts
  and then uses a voting process, with the majority
  making the decision. Works best in teams that
  dont work together often, but increases the
  chance of factions.
• Authoritarian edicts and decisions are
  delivered from leaders. Might be a good decision
  but execution not always rapid nor acceptance
  always high. Works best in crisis situations.

19
Decision Making Processes

• Consensus the right people participate in and
  make the decision together, which requires
  everyones agreement or support. Works best in
  more static environments where speed to decision
  is not a big requirement.
• Participative the right people participate in
  the decision-making process at the right time and
  the decision owner makes the decision based on an
  agreed upon fact base. Works best in fast-moving
  environments where decisions need to made fast.
• Parliamentary the right group participates in
  the decision through discussion, input, and facts
  and then uses a voting process, with the majority
  making the decision. Works best in teams that
  dont work together often, but increases the
  chance of factions.
• Authoritarian edicts and decisions are
  delivered from leaders. Might be a good decision
  but execution not always rapid nor acceptance
  always high. Works best in crisis situations.

20
Decision Making Processes

• Consensus the right people participate in and
  make the decision together, which requires
  everyones agreement or support. Works best in
  more static environments where speed to decision
  is not a big requirement.
• Participative the right people participate in
  the decision-making process at the right time and
  the decision owner makes the decision based on an
  agreed upon fact base. Works best in fast-moving
  environments where decisions need to made fast.
• Parliamentary the right group participates in
  the decision through discussion, input, and facts
  and then uses a voting process, with the majority
  making the decision. Works best in teams that
  dont work together often, but increases the
  chance of factions.
• Authoritarian edicts and decisions are
  delivered from leaders. Might be a good decision
  but execution not always rapid nor acceptance
  always high. Works best in crisis situations.

21
Decision Making Processes

• Consensus the right people participate in and
  make the decision together, which requires
  everyones agreement or support. Works best in
  more static environments where speed to decision
  is not a big requirement.
• Participative the right people participate in
  the decision-making process at the right time and
  the decision owner makes the decision based on an
  agreed upon fact base. Works best in fast-moving
  environments where decisions need to made fast.
• Parliamentary the right group participates in
  the decision through discussion, input, and facts
  and then uses a voting process, with the majority
  making the decision. Works best in teams that
  dont work together often, but increases the
  chance of factions.
• Authoritarian edicts and decisions are
  delivered from leaders. Might be a good decision
  but execution not always rapid nor acceptance
  always high. Works best in crisis situations.

22
Decision Making Roles

• Decider Person who makes the decision and is
  accountable for the outcome.
• Executor/Implementer Person who carries out the
  decision
• Advisor/Consulted Person who gives input into
  the decision
• Informed Person who is the recipient of result
  of the work
• Uninvolved Person who the decision doesnt
  impact

23
Participative Decision Making Chart
A Participative Decision-Making Model A Participative Decision-Making Model A Participative Decision-Making Model A Participative Decision-Making Model A Participative Decision-Making Model
Critical Phases or Processes FORECASTING Participants Participants Participants Participants
Critical Phases or Processes FORECASTING Marketing (Susan Preston) RD (Tim Hansen) Manufacturing (Jacob Hsu) Executive Staff
Identify current process D/E A A I
Identify future process E I A D
Identify gaps and ownership for closing gaps D/E A A I
Publish results D/E I I I
24
Maintaining and Using Productive Creative Tension

• Remain curious and listen, whether or not you
  agree.
• State the others' point of view as well or better
  then they can.
• Encourage each other to fully and frankly express
  ideas and feelings.
• Take risks and encourage each other to take
  risks.
• Raise and amplify disagreements, don't suppress
  them.
• Ask people to tell you what they do and don't
  like about your ideas.
• Raise issues about how the group is functioning.
• ? ?

25
Value of Productive Conflict

• Stimulates interest and motivation
• Helps engage people's full capabilities and
  energy
• Produces different perspectives and more
  comprehensive views
• Results in better solutions
• Improves creativity and insight
• Calls attention to problems which require change
• Focuses on the substantive issues that underlie
  symptoms
• Improves learning about self, other, mutual
  goals, current reality, future potential, etc.
• Leads to more authentic relationships and
  expression of ideas
• Helps a group develop its productive capacity