Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
Lecture Notes
Chapter 11: Managing Conflict
Learning Objectives
1. Discuss the ways that conflict can be managed to produce positive change
Chapter Outline
I. Introduction
A. Conflict is a felt struggle between two or more interdependent individuals over
II. Conflict Explained
A. Perspectives: Conflict is studied from multiple perspectives including
intrapersonal, interpersonal, and societal.
D. Communication and Conflict
i. Content dimension: Of communication involves the objective, observable
aspects such as money, weather, and land.
ii. Relationship dimension: Refers to the participants’ perceptions of their
connection to one another.
Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
iii. Conflict of beliefs: A conflict of beliefs can occur, for example, when
teachers or nurses believe they have the right to strike because of unfair
working conditions.
vi. Conflict of goals: Researchers have identified two types of conflict that
occur regarding group goals: (1) procedural conflict and (2) substantive
conflict.
a. Procedural conflict refers to differences between individuals with
regard to the approach they wish to take in attempting to reach a
goal.
F. Conflict on the Relational Level
i. The what and how: Sometimes we do not get along with another person,
not because of what we are talking about but because of how we are talking
about it.
iv. Relational Conflicts and Issues of Esteem.
a. At the same time that we want our own esteem needs satisfied,
others want their esteem needs satisfied as well. When those needs
are not fulfilled, we experience relational conflict.
v. Relational Conflict and Issues of Control
a. Interpersonal conflict: Occurs when a person’s needs for control are
incompatible with another’s needs for control.
Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
c. When leaders clash: With one another over control or when control
issues exist between leaders and followers, interpersonal conflicts
occur.
vi. Relational Conflict and Issues of Affiliation
a. Rarely overt: Relational conflicts, whether over esteem, control, or
affiliation, are rarely overt.
III. Managing Conflict in Practice
A. Open channels of communication: Leaders who keep channels of communication
open with others will have a greater chance of understanding others’ beliefs,
needs for esteem, control, and affiliation.
C. Fisher and Ury Approach to Conflict
i. Step-by-step method: Fisher and Ury (1981) provides a straightforward,
step-by-step method for negotiating conflicts.
iv. Principle 1: Separate the People from the Problem.
a. People and problem factors: Fisher and Ury argue the people factor
needs to be separated from the problem factor.
b. Paying attention to relationships: Separating people from the
problem encourages us to be attentive to our relationships during
conflict.
Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
a. Opposing points of view: Positions are the opposing points of view
in a conflict while interests refer to the relevant needs and values
of the people involved.
vi. Principle 3: Invent Options for Mutual Gains.
a. Creative solutions: Principled negotiation means we need to search
for creative solutions to conflict.
vii. Principle 4: Insist on Using Objective Criteria.
a. Objective criteria: Fisher and Ury say that effective negotiation
requires that objective criteria be used to settle different interests.
D. Communication Strategies for Conflict Resolution
i. Differentiation occurs in the early phase of conflict; it helps participants
define the nature of the conflict and clarify their positions with regard to
each other.
a. Awareness of differences: Being aware of differences is useful for
conflict resolution because it gives credence to both parties’
interests and depersonalizes the conflict.
Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
b. Working together: In agreeing to address a reduced version of a
conflict, the participants confirm their willingness to work with
one another to solve problems.
E. Kilmann and Thomas Styles of Approaching Conflict
i. A conflict style is defined as a patterned response or behavior that people
use when approaching conflict.
iii. Two dimensions: Assertiveness refers to attempts to satisfy one’s own
concerns, while cooperativeness represents attempts to satisfy the
concerns of others.
iv. Avoidance is both an unassertive and an uncooperative style.
a. Ignoring conflict: Those who favor the avoidance style tend ignore
conflict situations.
v. Competition is a conflict style of individuals who are highly assertive
about pursuing their own goals but uncooperative in assisting others to
reach theirs.
a. Quick, decisive action: Advantage: In some situations, competition
can produce positive outcomes, especially when quick, decisive
action is needed.
Instructor Resource
Northouse, Introduction to Leadership, 5e
SAGE Publishing, 2021
d. Disconfirming: Disadvantage: In competition, individuals fail to
recognize the concerns and needs of others.
vi. Accommodation is an unassertive but cooperative conflict style.
vii. Compromise involves both a degree of assertiveness and
cooperativeness.
a. When it works best: Advantage: Compromise tends to work best
when other conflict styles have failed or aren’t suitable to resolving
the conflict.
viii. Collaboration, the most preferred style of conflict, requires both
assertiveness and cooperation.
ix. Both sides win: Advantage: The results are positive because
communication is satisfying, relationships are strengthened, and
negotiated solutions are frequently more cost-effective.