136. Herbert Kelmen identified three levels of conformity. They are: ___________, ______________, and __________________. Show
We have discovered that conflict is pervasive throughout organizations and that some conflict can be good for organizations. People often grow and learn from conflict, as long as the conflict is not dysfunctional. The challenge for managers is to select a resolution strategy appropriate to the situation and individuals involved. A review of past management practice in this regard reveals that managers often make poor strategy choices. As often as not, managers select repressive or ineffective conflict resolution strategies. Common Strategies that Seldom WorkAt least five conflict resolution techniques commonly found in organizations prove to be ineffective fairly consistently.8 In fact, not only do such techniques seldom work—in many cases, they actually serve to increase the problem. Nonetheless, they are found with alarming frequency in a wide array of business and public organizations. These five ineffective strategies are often associated with an avoidance approach and are described below. Nonaction. Perhaps the most common managerial response when conflict emerges is nonaction—doing nothing and ignoring the problem. It may be felt that if the problem is ignored, it will go away. Unfortunately, that is not often the case. In fact, ignoring the problem may serve only to increase the frustration and anger of the parties involved. Administrative Orbiting. In some cases, managers will acknowledge that a problem exists but then take little serious action. Instead, they continually report that a problem is “under study” or that “more information is needed.” Telling a person who is experiencing a serious conflict that “these things take time” hardly relieves anyone’s anxiety or solves any problems. This ineffective strategy for resolving conflict is aptly named administrative orbiting. Due Process Nonaction. A third ineffective approach to resolving conflict is to set up a recognized procedure for redressing grievances but at the same time to ensure that the procedure is long, complicated, costly, and perhaps even risky. The due process nonaction strategy is to wear down the dissatisfied employee while at the same time claiming that resolution procedures are open and available. This technique has been used repeatedly in conflicts involving race and sex discrimination. Secrecy. Oftentimes, managers will attempt to reduce conflict through secrecy. Some feel that by taking secretive actions, controversial decisions can be carried out with a minimum of resistance. One argument for pay secrecy (keeping employee salaries secret) is that such a policy makes it more difficult for employees to feel inequitably treated. Essentially, this is a “what they don’t know won’t hurt them” strategy. A major problem of this approach is that it leads to distrust of management. When managerial credibility is needed for other issues, it may be found lacking. Character Assassination. The final ineffective resolution technique to be discussed here is character assassination. The person with a conflict, perhaps a woman claiming sex discrimination, is labeled a “troublemaker.” Attempts are made to discredit her and distance her from the others in the group. The implicit strategy here is that if the person can be isolated and stigmatized, she will either be silenced by negative group pressures or she will leave. In either case, the problem is “solved.” Strategies for Preventing ConflictOn the more positive side, there are many things managers can do to reduce or actually solve dysfunctional conflict when it occurs. These fall into two categories: actions directed at conflict prevention and actions directed at conflict reduction. We shall start by examining conflict prevention techniques, because preventing conflict is often easier than reducing it once it begins. These include:
These points bear a close resemblance to descriptions of the so-called Japanese management style. In Japanese firms, considerable effort is invested in preventing conflict. In this way, more energy is available for constructive efforts toward task accomplishment and competition in the marketplace. Another place where considerable destructive conflict is prevented is Intel. Managerial LeadershipSustainability and Responsible Management: Constructive Conflict that Leads to ChampionshipsDealing with conflict lies at the heart of managing any business. Confrontation—facing issues about which there is disagreement—is avoided only at a manager’s peril. Many issues can be postponed, allowed to fester, or smoothed over; eventually, they must be solved. They are not going to disappear. This philosophy not only applies to business but to sports dynamics as well. Take two NBA all-stars, Kobe Bryant and Shaquille O’Neal. Although they are world-renowned athletes now, when they first started in the NBA, there was plenty of conflict that could have caused their careers to take a much different path. In 1992, O’Neal was the first play taken in by the NBA draft, he dominated the court with his size and leadership from day one. Four years later, Kobe Bryant, the youngest player to start in the NBA was brought onto the same team: the Los Angeles Lakers. The two were not fast friends, and the trash talk started as Bryant publicly criticized his teammate—and continued for years. Ultimately in 1999, Phil Jackson was brought in to coach the LA Lakers, and his creative approach to their conflict changed everything. Instead of seeing this tension and ignoring it, or chastising the players for their feud, he used their skills to develop a new way of playing the game. O’Neal brought power and strength to the court, while Bryant was fast and a great shooter. Jackson developed a way of playing that highlighted both of these talents, and he built a supporting cast around them that brought out the best in everyone. The outcome: three NBA championships in a row. While many may have just ignored or tried to separate the two superstars, Jackson was innovative in his approach, saw the opportunity in using the conflict to create a new energy, and was able to build a very successful program. Questions:
Sources: J. DeGraff, “3 Legendary Creative Conflicts That Sparked Revolutionary Innovation,” Huffington Post, September 26, 2017, https://www.huffingtonpost.com/entry/3-legendary-creative-conflicts-that-sparked-revolutionary_us_59c85a9de4b08d66155043d6; K. Soong, “‘I owe you an apology’: Shaquille O’Neal explains why he loves Kobe Bryant years after feud,” Washington Post, February, 17, 2017, https://www.washingtonpost.com/news/early-lead/wp/2018/02/17/i-owe-you-an-apology-shaquille-oneal-explains-why-he-loves-kobe-bryant-years-after-feud/?utm_term=.b9cca63b5761; M. Chiari, “Kobe Bryant Discusses Getting into Fist Fight with Shaquille O'Neal,” Bleacher Report, March 9, 2018, https://bleacherreport.com/articles/2763468-kobe-bryant-discusses-getting-into-fist-fight-with-shaquille-oneal. Strategies for Reducing ConflictWhere dysfunctional conflict already exists, something must be done, and managers may pursue one of at least two general approaches: they can try to change employee attitudes, or they can try to change employee behaviors. If they change behavior, open conflict is often reduced, but groups may still dislike one another; the conflict simply becomes less visible as the groups are separated from one another. Changing attitudes, on the other hand, often leads to fundamental changes in the ways that groups get along. However, it also takes considerably longer to accomplish than behavior change because it requires a fundamental change in social perceptions. Nine conflict reduction strategies are shown in . The techniques should be viewed as a continuum, ranging from strategies that focus on changing behaviors near the top of the scale to strategies that focus on changing attitudes near the bottom of the scale.
Exhibit 14.5 Conflict Reduction Strategies Source: Adapted from concepts in E. H. Neilsen, “Understanding and Managing Conflict,” in J. Lorsch and P. Lawrence, eds., Managing Group and Intergroup Relations (Homewood, III.: Irwin, 1972). (Attribution: Copyright Rice University, OpenStax, under CC BY-NC-SA 4.0 license) What are strategies to resolve conflict in an Organisation?6 Strategies to Resolve Conflict at Work. Embrace conflict. When conflict arises, don't avoid it or pretend nothing has happened. ... . Talk together. Set up a time and place so you can talk for an extended span without outside interruptions. ... . Listen carefully. ... . Find agreement. ... . Provide guidance. ... . Be quick to forgive.. What are the 4 strategies people can use when in conflict in the workplace?The Top 5 Conflict Resolution Strategies. Don't Ignore Conflict. ... . Clarify What the Issue Is. ... . Bring Involved Parties Together to Talk. ... . Identify a Solution. ... . Continue to Monitor and Follow Up on the Conflict.. What are 3 ways you can help prevent team conflict?5 Effective Ways to Reduce Workplace Conflict. Communicate. Disputes often occur due to poor communication or no communication. ... . Don't Ignore It. The worst thing that can be done is to ignore that there is any sort of conflict. ... . Make It Easy to File A Formal Complaint. ... . Create Team Engagement. ... . Treat Every Employee Fairly.. What are the 6 conflict resolution strategies?Let's take a look at the Six-Step Method for Resolving Conflict.. Define the problem. ... . Come together and communicate. ... . Establish relationships. ... . Develop an action plan. ... . Gain commitment. ... . Provide feedback.. |