Conict Management Your team is comprised of team members who are in the office and some that work full- time remotely. Ted works in the office and has been awarded the license to a software program that is used for creating presentations, and he is the only one on the team who has access. Janice has a few projects that need to be created in the software and must get help from Ted. When she shares what she needs, Ted sends her project drafts that he feels are best, and Janice is getting frustrated that her ideas aren't being represented. In the team meeting, several other team members have voiced their concerns and are unhappy with Ted's unwillingness to help. Ted defends his actions stating that he has more experience and is faster in creating the presentations. The team points out that the,r too would be more proficient with the software if they had access and time to learn it. You want to gure out a solution knowing that you will not be able to get more licenses any time soon. FIGURE 13.1 CAUSES OF CONFLICT IN ORGANIZATIONS Structural Factors Personal Factors . Specialization . Skills and abilities . Interdependence . Personalities . Common resources Conflict . Perceptions . Goal differences . Values and ethics . Authority relationships . Emotions Tsurukame Design/Shutters tock.com . Status inconsistencies . Communication barriers . Jurisdictional ambiguities . Cultural differencesTABLE 13.3 USES OF FIVE STYLES OF CONFLICT MANAGEMENT Conflict-Handling Style Appropriate Situation When quick, decisive action is vital (e.g., emergencies). On important issues for which unpopular actions need implementing (e.g., cost cutting, enforcing Competing unpopular rules, discipline). On issues vital to company welfare when you know you are right. Against people who take advantage of noncompetitive behavior. To find an integrative solution when both sets of concerns are too important to be compromised. When your objective is to learn. Collaborating To merge insights from people with different perspectives. To gain commitment by incorporating concerns into a consensus. To work through feelings that have interfered with a relationship. When goals are important but not worth the effort or potential disruption of more assertive modes. When opponents with equal power are committed to mutually exclusive goals. Compromising To achieve temporary settlements to complex issues. To arrive at expedient solutions under time pressure. As a backup when collaboration or competition is unsuccessful.When an issue is trivial or more important issues are pressing. When you perceive no chance of satisfying your concerns. When potential disruption outweighs the benefits of resolution. Avoiding To let people cool down and regain perspective. When gathering information supersedes immediate decision. When others can resolve the conflict more effectively. When issues seem tangential or symptomatic of other issues. When you find you are wrong-to allow a better position to be heard, to learn, and to show your reasonableness. When issues are more important to others than to yourself-to satisfy others and maintain cooperation. Accommodating To build social credits for later issues. To minimize loss when you are outmatched and losing. When harmony and stability are especially important. To allow employees to develop by learning from mistakes