Chapter 11 – Conflict Management
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CHAPTER 11
Conflict Management
Learning Objectives
After studying this chapter, you will be able to:
2. List sources of conflict.
4. Give examples of potential solutions to a conflict.
6. Explain how to deal with special conflict cases.
Key Terms
Accommodator: Someone who wants to avoid conflict by engaging in positive thinking.
Avoider: Someone who would rather not be around conflict at all and values neutrality
highly.
Collaborator: Someone who brings both sides together for discussion toward a win-win
solution.
Competitor: Someone who is most likely to try a win-lose approach to conflict
resolution, especially if he or she is personally involved in the conflict.
Conflict: A process that begins when one person sees that another person has damaged—
or is about to damage—something that the other person cares about.
Content conflict: Conflict that tends to focus on disagreements over what a statement or
concept means.
Dysfunctional conflict: Destructive conflict.
Functional conflict: Constructive conflict.
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Inner conflict: Conflict within an individual; it might involve values, loyalties, or
priorities.
Institutionalized conflict: Conflict that occurs when a conflict factor is built into the
structure of the organization.
Intergroup Conflict: Conflict that takes place when already-formed groups have
conflicts with each other.
Negotiation-of-selves conflict: Conflict that is involved in the process of defining
yourself to others and responding to their implied definitions of themselves.
Person-versus-group conflict: Conflict that occurs most often when a member of a
group breaks its rules, or norms.
Person-versus-person conflict: Conflict that involves two people who are at odds over
personality differences, values conflicts, loyalties, or any number of issues.
Values conflict: Conflict that occurs when one set of values clashes with another, and a
decision has to be made.
Lecture Outline
I. Types of Conflict
The results of conflict can range from minor inconveniences to major losses, even
company failures. Several common aspects are involved in all types of conflict:
• Conflict must be perceived by all people involved in it, because whether or not
there is a conflict is often a matter of perception.
• Nearly all definitions of conflict involve opposition or incompatibility.
• Some type of interaction is going on, or all parties would be avoiding conflict.
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Conflict is defined as a process that begins when one person sees that another person has
damaged—or is about to damage—something that the other person cares about.
Conflict is usually seen as a negative factor in the workplace. However, it can be both
beneficial and constructive when approached correctly. Conflicts can be classified as:
functional—constructive conflict—or dysfunctional—destructive conflict.
Another way to classify conflict is by the participants in the conflict. They are as follows:
• Inner conflict—conflict within an individual; it might involve values, loyalties, or
priorities.
• Person-versus-person conflict—involves two people who are at odds over
personality differences, values conflicts, loyalties, or any number of issues.
II. Sources of Conflict
The preceding four types of conflict describe in general terms who is involved in each
type, but not how conflict starts. No two disagreements are alike; each one starts at a
different point over different issues. If one knows what type of conflict one is involved
in, that knowledge can help him or her discover how best to resolve it.
A. Content Conflict
When disagreements stem from a content conflict, they tend to focus on
disagreements over what a statement or concept means. The only real issue is whether
or not an idea is right. The rightness of an idea usually focuses on one of two factors:
existence or meaning. If the conflict is over existence, verifying whether or not
B. Values Conflict
A values conflict usually goes very deep, which occurs when one set of values clashes
with another, and a decision has to be made. Values conflicts can be solved, rather
than avoided. The solution is that many people need to develop a greater tolerance of
values differences. By listening carefully and communicating one’s values cautiously,
one can often create a sense of trust and mutual respect for differences.
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C. Negotiation-of-Selves Conflicts
This type of conflict erupts over differences in self-definition. Individuals generally
define who they are based on their own self-concepts. Many interpersonal conflicts are
D. Institutionalized Conflict
Institutionalized conflict occurs when a conflict factor is built into the structure or
the policies of the organization. Some organizations encourage conflict just by the way
they are structured.
III. Conflict Analysis
Anyone wishing to manage a conflict should begin by looking closely at what is really
happening. When strong emotions are involved, people are often tempted to jump to
conclusions before examining the interests of both sides and their own interests as well.
He or she should try focusing on following questions:
• Who is involved?
• What is at stake?
• How important is time?
• What are the tie-ins with other issues?
After these questions are answered, a solution can be negotiated.
IV. Potential Solutions
Generally speaking, there are three possible solutions to a conflict: win-lose, lose-lose,
and win-win. The first two tend to produce a negative, side-taking mentality and are not
likely to solve the problem permanently. Yet sometimes, because of time constraints and
the other side’s unwillingness to work toward a win-win solution, one may be forced to
use win-lose or lose-lose tactics.
A. Win-Lose
Win-lose strategy allows one side of a conflict to win at the expense of the other. It
works as a quick-fix conflict solution that sometimes must be chosen when a win-win
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Another win-lose approach is the arbitrary approach (arbitration) in which the
conflict manager decides which side is right and which is wrong, then considers the
B. Lose-Lose
In lose-lose strategy, everyone gives up something. The main approach in lose-lose is
compromise—compromise in the sense that nobody gets what they want, but everyone
can live with the decision. Like win-lose, this method usually fails to solve the
C. Win-Win
A win-win strategy is one in which both sides feel they have come out on top. The
key to the success of the win-win strategy is to satisfy as many of each side’s needs as
possible.
V. Styles of Conflict Management
The style people use to resolve conflict will have a tremendous impact on the outcome of
a conflict and will determine whether it has negative or positive consequences. Figure
11.2 illustrates the Thomas-Kilaman conflict model. This model shows the five styles of
conflict management:
• Competitor—someone who is most likely to try a win-lose approach to conflict
resolution, especially if he or she is personally involved in the conflict; the ideals of
teamwork are alien to competitors, and they rarely move to a win-win solution; if
the conflict manager is a competitor, he or she might use the lose-lose style to
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• Compromiser—someone who uses his or her skills to blend differences of both
• Accommodator—someone who wants to avoid conflict by engaging in positive
thinking; an accommodator might tell both parties involved in the conflict, “Don’t
• Collaborator—someone who brings both sides together for discussion toward a
win-win solution; the collaborative approach is not only the most likely to bring
Figure 11.3 illustrates qualities of an effective conflict resolution method.
VI. Dealing with Special Conflict Cases
Other conflict issues are caused by the specific behaviors of those identified as problem
people. Such people are those who for one reason or another are not living up to the
expectations of an organization.
A. Low Conformers
Low conformers are individuals who think independently, solve problems creatively,
and often cause some conflict in the process. Working with and managing low
conformers require a special capacity for patience and good will. Here are some
suggestions that will make working with low conformers less problematic:
• Learn to tolerate their honesty.
• Accept the low conformer’s firm method of self-expression without labeling it
as stubbornness or disloyalty.
B. Envious People
Envious co-workers cause conflict that can be damaging to morale and productivity
and can spread through a department or division like a virus. The following are several
suggestions for dealing with an envious person at work, some of which will be more
appropriate for a manager or an employee:
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• Avoid destructive conflict with the envious person.
• Confront the envious co-worker.
C. Whiners and Complainers
The following are several suggestions for dealing with whiners and complainers at
work:
• Listen, but not too much.
• Do frequent reality checks.
D. Passive, Unresponsive People
Unresponsive people are sometimes the most difficult people to work with because on
the surface they often seem agreeable and even easygoing. These personality types
react to any confrontation or potential conflict by shutting down. Passive people have
a variety of different reasons for their behavior. Some people use their absence of
response as a way of intimidating—a method of calculated aggression. Others remain
quiet because they are afraid of sounding foolish. Still others keep quiet to escape
responsibility. Following are some positive steps to get meaningful feedback from this
type of difficult person:
• Ask open-ended questions.
• Develop and use a friendly, silent gaze.
Dealing with difficult people requires patience, good listening skills, and time.
Whenever a conflict with a difficult person begins, one must become aware as soon as
Review Questions
1. What are the major causes of conflict in the workplace?
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McGraw-Hill Education.
Answer: Conflict is a process that begins when one person sees that another person
has damaged—or is about to damage—something that the other person cares about.
Potential causes for conflict in the workplace are differences in the perceptions,
opposition, or incompatibility.
2. What are the four major sources of conflict within organizations? Explain each one,
using an example.
Answer: Students may come up with various examples to explain each source of
conflict. There are four sources of conflict in the workplace. They are as follows:
• Content conflict—conflict that tends to focus on disagreements over what a
3. Explain the Thomas–Kilman Conflict Model. What does this model show as the best
method of conflict resolution?
Answer: According to the Thomas–Kilman Conflict Model, there are five styles of
conflict management. Each has a different level of assertiveness and cooperation.
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Compromiser is someone who uses his or her skills to blend differences and form a
workable alternative. People with this style of conflict management are aggressive
but cooperative. Compromisers tend to see agreement as more important than the
4. Is conflict always negative? If so, what are some effective ways of preventing
destructive conflict in the workplace?
5. You are trying to negotiate a workplace conflict through to a win-win solution. What
steps would you follow? What pitfalls would you need to avoid?
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• Get emotions under control.
• Agree on ground rules.
• Clarify all positions.
6. What is negotiation-of-selves conflict, and why is this source of conflict probably the
most important in the workplace?
Answer: Negotiation-of-selves conflict is involved in the process of defining oneself
to others and responding to their implied definitions of themselves. Because part of
7. What should you do when a person who constantly complains confronts you? Why
should you avoid being indifferent or ignoring the person? How would reality checks
and being a team leader help?
Answer: Whiners and complainers are people who are never happy and who discuss
their problems constantly. The following are several suggestions for dealing with
whiners and complainers at work:
• Listen, but not too much.
8. How can a manager or employee tell if he or she is dealing with a passive person?
What is the best way to deal with a passive, silent person who is determined not to
communicate?
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Answer: Unresponsive people are sometimes the most difficult people to work with
because on the surface they often seem agreeable and even easygoing. However, not
Critical Thinking Questions
9. Try to remember a conflict you have had with someone recently. What were the
sources of the conflict? Was the conflict ever resolved? If so, how? Would you
resolve it differently if you could replay the event?
10. Have you ever tried to work or study with a difficult person, such as a whiner or
envious person? How did you relate to that individual, if at all? Have you ever
confronted an envious person? If so, what happened?
Answer: Students will narrate different experiences of working with difficult people.
Dealing with a whiner or an envious person will vary. While dealing with a whiner,
one should force the whiner to focus on the purpose of the gripe session and ask him
Chapter 11 – Conflict Management
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Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
If an envious person is confronted directly, he or she will back away and choose
someone else as a target. However, a vengeful, envious person often will work even
harder behind the back after a confrontation.
Case Studies
Case Study 11.1: The Wrenches and the Suits
At the luxury car dealership where José Ortega worked, the sales staff and accounting
department were called the working suits, and the service department and body shop
employees were called the wrenches. José encounters the hostility between these two
groups when he requests Juanita, the assistant service manager, for a special appointment
for a customer upset over a defective muffler. Juanita scoffs at the request and retorts that
the department is booked full all day. In the ensuing conversation, José reminds Juanita
that the customer is the most important person there and insists that she does what she has
been asked to. Later, he discusses the situation with Barry, his supervisor.
Questions
1. What are the sources of the conflict in this case? Explain.
2. Is Barry, the sales manager, the right person to be the conflict manager in this
situation? Why or why not?
3. What would you do if you were José? What will happen if Barry chooses to do
nothing? Can José and his fellow salespeople do anything to effect a change? If so,
what?
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Suggested Answer: Students’ answers will vary. José needs to convince Barry to
Case Study 11.2: The Rush Order
Hans, a salesperson at Enco, Inc., promises speedy delivery for a major order he received
from a customer in spite of knowing that the deadline he promised was beyond possible
limits of production. When Norma, the production manager, refuses to accommodate his
request, Hans approaches Mr. Carlson for a positive response but is disappointed. Further
negotiation brings down the deadline to three days which Norma says she might consider
if Hans can convince Mr. Carlson of budgeting for overnight delivery. She also reminds
Hans of his role in the predicament.
Questions
1. What are the sources of conflict in this case?
2. Is the solution a win-win? Explain.
3. If Hans should come up with another situation like this one, what would you do if
you were Norma? If you were Mr. Carlson?