Gerenciamento de Conflitos Hamburg Univ.

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    Dr. Giselher Dombach

    Project Management

    Introduction to Conflict Management

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    Presenting concepts of

    individual and group conflicts

    Explaining the escalation

    mechanism

    Providing some concepts to

    settle conflicts

    Goals of this session

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    Conflicts are everywhere

    Conflicts are fueled by human interactions and fierce competition in a dramatically

    changing environment

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    Managers identify the following reasons for conflicts

    Managers responsibility Communication is insufficientMutual dependencySense of unfair treatment

    Unclear responsibilitiesLittle constructive criticism

    Personal issues DistrustIncompatible personalitiesFights for power and influenceResentment, anger, sensibility

    Facts based issues Membership in different unitsFight for responsibilitiesReward systems

    Lost of faceCompetition for scarce resources

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    Managers are trapped in a sandwich position

    Superiors

    Subordinates

    Manager

    Managers have to cope with this net of conflict potentials and have to find their

    own role

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    Managers have to slip into different shoes

    These different roles bear additional conflict potentials

    Managers

    Characteristics

    Holistic thinking Develops visions

    Strong communicator

    Wants to decide (loves risks)

    Decides

    cooperatively and

    integratively

    Self motivated

    and initiative

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    Managers are confronted with three classes of conflicts

    Good news there are tools to cope with all these conflicts

    Criticisms and

    controlling

    conflicts

    Decision conflicts

    Communication

    conflicts

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    Decision conflicts are daily business

    Decision conflicts can lead to two behaviors

    Lack of Information

    Leverage &

    InfluenceTime constraints

    ParalysisHectic

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    Conflicts are mainly based on miscommunication

    Avoid further conflicts by phrasing your criticism clear and associated with next steps

    85% of managerial time is used for communication80% of our communication is non-verbal or para-verbal communication

    These facts may illustrate the potential for communication conflicts

    Communication

    Verbal

    Words, Message

    Non-verbal

    Gestures

    Mimic

    Para-verbal

    Tone

    Voice

    Loudness

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    We have four ears for verbal communications with more potentials forconflicts

    In analyzing conflicts you should listen with all of your four ears

    Relation

    Which relation do we

    have?

    Facts

    Which are the facts and

    figures?

    Request

    What does he/she want

    from me?

    Self declaration

    What sort of person is

    he/she?

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    That all sounds good, but.

    We dont have time for a long analysis in the real world

    We are always under enormous stress to come up with a decision

    There are so many interdependent issues influencing our

    decisions

    Conflicts are not easy to calculate

    Organizational politics determine our decisions

    Somebody has to suffer anyway...

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    ...but be aware of this first impression trap

    So, try to find time to use objective methods to come to your decision

    People are influenced by the first impressionsof the other party

    First impressions are not objective

    impressions but a complex response of your

    inner believes and ideas to external

    information

    You cannot avoid the misguiding effect offirst impressions

    The danger exists that first impressions

    become fixed impressions

    Emotionalizing your decisions can increase

    conflicts!

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    Conflicts are based on social interactions

    Parties are mutual dependent

    Room for movement exists

    Two partners are involved at least

    Different goals and interests

    Role conflicts

    Conflicting issues Hot / Cold conflicts

    Formal / Informal

    conflicts

    Four dimensions of conflicts

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    Role conflicts are based on social positions

    Role conflicts are based on interdependent social

    positions and relations (sandwich position of

    managers, private relationships)

    Different expectations of other parties and self-

    expectations clash with reality and lead to conflicts

    Own expectations cannot be matched sometimes

    Role overload is a typical conflict potential not only in

    project management settings

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    Background issues can be more important than foreground conflicts

    Con

    flicting

    percep

    tions

    Struc

    tura

    lc

    on

    flicts

    Va

    lueconfl

    icts

    Con

    flictofi

    nteres

    ts

    Emo

    tional

    con

    flicts

    Soc

    ialconfl

    icts

    Con

    flicting

    targe

    ts

    Commun

    ica

    tioncon

    flicts

    Fact based conflict

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    Clear signs signal conflicts

    Withdrawal Partners avoid direct eye contact

    Disparagement Negative expression about other party

    Ignoring Other party ignores message or decision

    Distance No cordial relation; formal procedures dominate relationship

    Silence A very specific expression of lack of respect

    Gestures, mimic Negative non-verbal or para-verbal signals

    Be aware of cultural differences!

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    Conflicts can escalate due to self propelling dynamics

    Harde

    ningo

    fpos

    itions

    Fierce

    de

    ba

    te

    Ac

    tions

    ins

    tea

    do

    fword

    s

    Image

    s,

    coa

    litions

    Losto

    fface

    Threa

    ts

    Limite

    ddes

    truc

    tions

    Comp

    letemu

    tua

    ldes

    tru

    ction

    La

    ten

    tcon

    flict

    Sp

    littingup

    Self

    ModerationPreventionExternal

    Moderation MediationExternal

    decision

    Win - Win

    Win - Lose

    Lose - Lose

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    There are early warning signs for an escalating conflict (1)

    Dont trust anybody

    Mutual dependency is ignored

    Fear and distrust dominates

    Relations are superficial

    Emotions are always right

    Details block the discussion

    Emotions overwhelm facts

    Facts move to the background

    The other side is bad I am different

    Fantasies replace reality

    Black & white perspective

    Own hostile actions are perceived as necessary reactions

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    There are early warning sign for an escalating conflict (2)

    We have nothing to do with each other

    Limited contacts

    Information are restricted

    Common goals and objectives are no longer important

    The other side should just get away

    Enemies are confronting

    Solutions are no longer interesting

    Direct communication is no longer requested

    Destruction of the other side becomes the dominant goal

    Interventions by external parties can help to prevent further escalation

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    Conflicts are inevitable elements of group development

    Orientation

    Conflicts

    Organization

    High

    Performance

    Complex tasks need complex teams associated with high conflict potentials

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    Warming Group and members have to define their roles

    Roles are

    not clear

    Acceptance

    of behavior

    Acceptan

    ce of

    person

    andemotions

    Wait &

    See

    Introverted

    members

    Dependent on team

    leader

    To Do:

    Create commitment to goals

    Goals and milestones must

    be described clearly

    Information channels shouldbe defined transparently

    Clear structures and

    processes have to be

    established

    Building networks and

    social relations

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    Storming The hours of conflicts

    Experimenting

    Stretching

    rules and

    norms

    Fight for

    power

    and

    territory

    Politics

    Challenging

    the leader

    Struggle for status

    To Do:

    Leading into the right roles

    Honing structures and

    processes

    Mediating betweenopponents

    Group training and

    development

    Setting high goals

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    Norming Time for cooperation

    Get together

    Group

    feeling

    Authentic and

    open

    communication

    Consensus

    Strategies

    to avoid

    conflicts

    Signals:

    Interest of sponsor decreases

    Management wants to control

    more

    Moving targets Milestones and priorities are

    changed

    Group becomes increasingly

    separated from organizational

    environment

    Risk of

    loosing

    contact to

    environment

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    Performing The group is aligned with the goal

    Group

    alignment

    Committe

    d to

    success

    Group

    wants toachieve

    To Do:

    Reflecting on group work

    Avoiding group think

    Continuous 360 feedback

    Team development

    Celebrating success

    High Performance Team

    There is a specific conflict potential when the goal is achieved

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