Strategies for Managing Differences and Reaching Agreement

The Potential for conflict is created when individuals or teams begin to do their work. We find disagreements in even the most positive and productive work relationships. Avoiding or minimizing conflict to bring harmony to a relationship is a mistake because conflict is inherently neither good nor bad. What matters is how the differences are managed and the outcome that results (Lepsinger, 2010, p.189).

Positive and Negative Effects of Conflict

Bringing conflict to the surface rather than covering it will help resolve it. Though all problems can't be resolved to everyone's satisfaction, recognizing that conflict exists and attempting to deal with it is preferable to ignoring it.

Positive Effects

The positive effects of conflict are,

1. Resolving a pending conflict may help resolve long-standing issues as well.

Conflicts often involve multiple issues, often hidden over intangibles like status and self-esteem (Lepsinger, 2010, p.189). Addressing underlying conflicts can help resolve long-standing issues, allowing for the effective resolution of more obvious problems.

2. Dealing with disagreements helps the people involved more effectively resolve their problems in the future.

3. Solid long-term relationships are born from the difficult but constructive resolution of a conflict (Lepsinger, 2010, p.189).

4. Productive conflict management fosters creativity and develops interpersonal skills (Lepsinger, 2010, p.190).

Negative Effects

Conflicts if not managed properly may,

1. Develop fear of power and distrust, leading to a lack of cooperation among co-workers.

2. Seriously harm long-term relationships with others (Lepsinger, 2010, p.190).

The Four Basic Conflict Issues

Differences of opinion concerning one or more of the following four issues will cause conflict to occur: facts, methods, goals, and values (Lepsinger, 2010, p.191).

Facts

Differences based on facts are the most straightforward conflicts that can be resolved through dialogues since facts are concrete and can be checked, compared, and tested.

Methods

People may have similar goals and agree on the facts but may be unable to agree on ways to achieve their goals. These can be resolved by convincing every one of the most logical and rational approaches (Lepsinger, 2010, p.191).

Goals

When people have different objectives and methods, information sharing is the key to resolving conflict. When differing goals exist sometimes a third person may be needed to determine which goal is most effective.

Values

The conflicts that arise from different values are most difficult to resolve and mostly unresolvable because people's beliefs tend to become inflexible over a period and they are often based on emotion rather than reason.

Neglected conflicts tend to grow since a conflict left unattended may morph from conflict over facts, methods, or goals into conflict over values, which are in turn very difficult to resolve (Lepsinger, 2010, p.191).

Five Styles of Conflict Management

Conflict management involves five distinct styles determined by a blend of assertiveness (addressing one's needs) and cooperativeness (addressing others' needs) (Lepsinger, 2010,p.193). These styles are not mutually exclusive. Importantly, no style is inherently superior; their effectiveness depends on the situation.

Figure 1. Thomas- Kilmann Conflict management model. From Conflict styles MSP guide, 2022.https://mspguide.org/2022/03/18/conflict-styles/

Competing

Appropriate when we need speedy resolution and for situations in which maintaining relations is not critical (Mishra, 2021).

Avoiding

Some problems are so trivial; that they are not worth your time.

Accommodating

We sacrifice our stance to make the other party happy.

Collaborating

When we are on the same page as the opposing party

Compromising

Each conflicting party gets something they want meanwhile they also give up something they wanted.

Factors influencing conflict management

Outcome stakes

It refers to what individuals or groups have to gain or lose in a conflict, be it personal or organizational. The perceived importance of these outcomes impacts one's inclination to focus on their needs at the expense of others, influencing assertiveness. For example, a manager fearing the loss of control over a division's computer systems may be highly motivated to prioritize their needs due to the personal and career-related high stakes involved (Lepsinger, 2010,p.197).

Relative power

It encompasses the authority inherent in one's position, control over information or rewards, relationship quality, or expertise. This power dynamic determines how feasible it is for one to be assertive (Lepsinger,2010, p.197). However, as conflicts are resolved and relationships develop over time, the balance of power may shift towards relationship and expertise.

Common ground

It relates to shared goals and methods for achieving them. High-interest interdependence increases the desirability of being cooperative in conflict situations.

Relationship quality

Relationship quality is founded on perceptions and past experiences, including credibility, respect, trust, and the ability to follow through on commitments (Lepsinger, 2010, p.199). The quality of the relationship directly impacts the feasibility of cooperation.

Time pressure

Time pressure significantly affects conflict dynamics. Interest interdependence increases when everyone is under the same time constraints. If only one party faces time pressure, interest interdependence is lowered, and the person with more formal authority may use it to achieve their goals.

Managing Conflict Productively

A few mistakes people commonly make when trying to resolve conflicts are:

Minimizing or ignoring others' concerns

Pulling power plays

Attacking the legitimacy of the other person's position or priorities

Suppressing differences

Imposing their own goals/priorities

Refusing to temporarily remove constraints.

Going through the motions of managing the difference but refusing to carry it through (Lepsinger, 2010, pp.201-202).

It is important to explain the situation by identifying the parties involved in the conflict, defining the precise concerns, and gathering information about the parties' perspectives and facts. Most problems may be handled using Lepsinger's seven-step procedure for handling conflict (Lepsinger, 2010, p.201):

Describe your priorities and why they matter to you.

Verify that you comprehend the other person's priorities and the reasons behind them.

Find points of interconnection and areas of agreement.

Invite options that consider both your demands and the other person's aspirations.

To assess alternatives, address issues, and develop ideas, use active listening.

If a substitute isn't right away available, temporarily relax the rules so others can ask you for and offer up new ones.

Conclude by listing important topics and making a statement (Lepsinger, 2010, p.201).

Points of agreement with the author

In conflict management no style is "good" or "bad." Any style can be effective when used in the appropriate situation.

Relationship Quality: The impact of relationship quality on cooperation is acknowledged. A positive relationship built on trust, respect, and reliability increases the likelihood of cooperation, while a poor relationship can hinder it.

Points of Disagreement with the Author

• Interest Interdependence and Cooperation: While the text highlights the importance of high-interest interdependence for cooperation, there are cases where conflicting interests can also lead to productive outcomes. Disagreement and negotiation can lead to innovative solutions and better decision-making.
• Time Pressure and Interest Interdependence: While time pressure can increase interest interdependence, it's essential to note that not all time-constrained situations lead to increased cooperation. Some individuals or groups might react to time pressure with stress, leading to more competitive behaviors.
• While it is emphasized that neglected conflicts tend to grow, there might be instances where leaving certain minor conflicts unattended could lead to their natural resolution over time (Piercy, 2019).

For further discussion

1. How might organizations promote and nurture good relationship quality among employees to improve cooperation and conflict resolution? What practices or policies could be implemented to enhance relationship quality in a workplace?
2. What particular strategies may be used to identify disputes within a team or organization and make sure they are successfully resolved?

References

Conflict styles MSP guide. 2022. Thoma- Kilmann Conflict management model. [ Digital Image].https://mspguide.org/2022/03/18/conflict-styles/

Lepsinger, R. (2010, pp. 189-204) Closing the Execution Gap. San Francisco: Jossey-Bass. ISBN 978-0- 470-53130-3

Mishra, A. (May 12, 2021). Thomas- Kilmann Conflict Model.Management Weekly.https://managementweekly.org/thomas-kilmann-conflict-resolution-model/

Piercy, C. W. (2019). Problem-solving in teams and groups. University of Kansas Libraries.

Thomas, K. W., & Kilmann, R. H. (1978). Comparison of Four Instruments Measuring Conflict Behavior. Psychological Reports, 42(3_suppl), 1139-1145.https://doi.org/10.2466/pr0.1978.42.3c.1139

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