Chapter 14

Conflict Management

Prof. Christy Zhou Koval

Spring 2017
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Learning objectives
 What is conflict
 Two types of conflict
 Conflict handling styles

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Conflict Defined
 Definition of Conflict
 The process in which one party perceives that its
interests are being opposed or negatively affected
by another party.

4
Learning objectives
 What is conflict
 Two types of conflict
 Conflict handling styles

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Two Types of Conflict
 Task conflict

 Aimed at tasks or issues

 Helps recognize problems, identify solutions, and understand
the issues better
 Potentially healthy and valuable
Two Types of Conflict
 Relationship conflict

 Conflict viewed as a personal attack

 Introduces perceptual biases and distorts information
processing
 Tend to escalate
Is Conflict Good or Bad?
Good
Task conflict
Conflict outcomes

Relationship
conflict

Bad
Low Level of conflict High

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Conflict: Trust as a Moderator

Task Low Trust Relationship

Conflict Conflict

Task
Conflict
Some Sources of Conflict
 Incompatible goals
 Task interdependence
 Scarce resources
 Ambiguous rules
 Communication problems

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Learning objectives
 What is conflict
 Two types of conflict
 Conflict handling styles

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Conflict Management Styles
High
Forcing Problem-solving
(Concern for the self)
Assertiveness

Compromising

Avoiding Yielding

Low High
Cooperativeness
(Concern for others)
When to use which style?
High
Forcing
Assertiveness

• You have a deep conviction about your

position
• Quick resolution required
• Other party would take advantage of
cooperation
• Need to implement unpopular but
necessary actions (e.g. tax increase,
pay cut)

Low Cooperativeness High

When to use which style?
High
• Conflict has become socio-emotional
• Let people cool down
Assertiveness

• When issue is trivial

• Effort outweighs benefits of resolution
• Others can resolve the conflict
effectively
• Issue can be resolved by itself over
time

Avoiding

Low Cooperativeness High

When to use which style?
High
Problem-solving
Assertiveness

• Interests are not perfectly opposing

• Parties have trust/openness
• Issues are complex and too important
to be compromised
• To gain commitment

Low Cooperativeness High

When to use which style?
High

• Other party has much more power

Assertiveness

• Issue is much less important to you

than other party
• Logic of your position is weak
• Harmony is especially important
• To build social credit for later use

Yielding

Low Cooperativeness High

When to use which style?
High

• Parties have equal power

• Quick solution is required
Assertiveness

• Little hope for mutual gain/win-win

Compromising

• To achieve temporary settlement

• As a backup when problem-solving
is unsuccessful

Low Cooperativeness High

What’s your conflict resolution style?
 Personal conflict management assessment survey
posted on Canvas

 Slightly different terminologies:

Term used in Lecture Term used in Survey

Problem-solving Collaborating
Forcing Competing
Avoiding Avoiding
Yielding Accommodating
Compromising Compromising

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