Managing Conflict: Styles, Power, and Third-Party Intervention

Conflict Management Styles

The slides explain that people use different styles of dealing with conflict, and each style reflects a different level of concern for oneself and for others. Choosing an approach depends on both goals and the relationship involved.

Avoiding

Avoiding means recognizing that conflict exists but withdrawing from it, ignoring it, or suppressing it. It reflects low concern for oneself and others. The slides suggest it may be useful when an issue is trivial, when there is little chance of satisfying one’s concerns, or when disruption would outweigh the benefits of resolution.

Competing

Competing places one’s own concerns above the concerns of others. It reflects an “I win, you lose” approach.

Collaboration

Collaboration is presented as the ideal style because it shows a high concern for the needs of all parties. Its goal is a win-win outcome. Collaborative people solve problems creatively, look for joint gains, and rely on trust as an important part of the process.

Strategic Objectives in Conflict

The slides emphasize that people should consider both the importance of the relationship and their goals and desires when selecting a conflict tactic. Effective conflict management also requires recognizing the tactics of others and adjusting one’s own approach to complement or counter them in pursuit of the final goal.

Organizational Conflict and Power

Power shapes conflict by influencing how conflict is resolved, what goals a group pursues, and how resources are distributed. Many organizational conflicts involve asymmetrical power, meaning the parties do not have equal influence.

Forms of Power

• Formal power: based on an individual’s position in the organization.
  • Coercive power
  • Reward power
  • Legitimate power
• Personal power: derived from unique characteristics.
  • Expert power
  • Referent power

Third-Party Intervention

The slides state that certain organizational conflicts especially require a third party, including whistle-blowing, sexual harassment, and discrimination.

Methods of third-party intervention listed in the slides include:

• Negotiation
• Mediator
• Arbitration including conventional interest arbitration and final offer arbitration
• Judicial approach

Conflict Beyond the Organization

When conflict involves an angry public, the slides recommend examining the facts, the emotions driving public perception, the contextual variables sustaining the crisis, and the organizational actions that should be taken. Organizations are encouraged to understand others’ perspectives by stepping into their shoes.

Context Matters

• For-profit organizations: conflict management takes time and may have both positive and negative effects.
• Family entrepreneurship: conflict may be addressed quickly but can spread through the organization faster.
• Nonprofit organizations: volunteers can complicate conflict processes.
• Government sector: rules and guidelines may create additional interorganizational conflict.

Key Takeaways

• Conflict styles differ in concern for self and others, and collaboration is presented as the ideal style.
• Power strongly shapes outcomes, goals, and resource distribution.
• Some conflicts require formal third-party intervention.
• Context and public perception influence how organizations should respond to conflict.