BILKENT UNIVERSITY

APPLIED SCHOOL OF TECHNOLOGY AND MANAGEMENT

BUSINESS INFORMATION MANAGEMENT

Chapter 5:
Conflict Resolution
Conflict Important
 Conflict is the internal or external tension that occurs when you
anticipate difficulty meeting important needs.

 Boss, spouse, child, etc.

Conflict Types
 Five leading causes of conflict:
 Misunderstanding-miscommunication
 Disrespect or disregard for other people
 Conflicting egos
 Impatience
 Fear and insecurity over loss of control

Conflict Types
 Pseudo conflicts
 Not real conflicts; they are perceived.
 Two causes: faulty assumptions and false dilemmas
 Faulty assumptions: mistaking assumptions for facts
 False dilemmas: people only see two solutions to a problem

 Fact conflicts
 Parties disagree about information that could easily be verified
 Fact conflicts can turn into ego conflicts

 Ego conflicts
 A dispute centers on status or power
 Initial argument may be over a factual question
 Conflict centers on “who” has the “right” facts

 Value conflicts
 Focus on personal beliefs
 Value rights, religion, etc.

 Need conflicts
 Needs of one individual clash with the needs of another
Ebru Inanc
63 223 Business Communication I
 BILKENT UNIVERSITY
APPLIED SCHOOL OF TECHNOLOGY AND MANAGEMENT
BUSINESS INFORMATION MANAGEMENT

Conflict Management Styles

 Avoiders
 See conflict as hopeless and useless

 Are impersonal or distant

 Remove self mentally or physically

 Lack commitment to finding solutions (time, energy, confidence or skills)

 Be an Avoider: to buy time, to defuse strong emotions, if the conflict isn’t

worth it

 Accommodators
 Believe conflict is destructive

 Overvalue maintaining relationships

 Undervalue own needs

 Don’t make waves

 Want peace at any price

 Be an Accommodator: when the issue isn’t that important to you or when

conceding is easier

 Forcers
 Believe winning is the only thing

 Love challenge and achievement

 Express anger when others don’t agree

 Are willing to sacrifice others who don’t agree

 Typically use emotional appeals, strong deliveries and persistence

 Be a Forcer: when decisions have to be made quickly, crisis

Ebru Inanc
63 223 Business Communication I
 BILKENT UNIVERSITY
APPLIED SCHOOL OF TECHNOLOGY AND MANAGEMENT
BUSINESS INFORMATION MANAGEMENT

 Compromisers
 Believe half is better than none

 Want each side to gain something

 Use voting or bargaining to decide

 Avoid the real issues

 Typically use maneuvering, negotiating and trading

 Be a Compromiser: disagreement isn’t vital

 Collaborators
 Believe both parties can meet their needs


 See conflict as a natural way to meet needs



 Want to hear the needs of others



 View the other as equal in conflict



 Be a Collaborator: when there is time, if both parties are willing to work

together

Conflict Strategy Guidelines

 Recognize the “enemies” that can limit your ability to manage conflict
effectively.
 Your desire to explain your side first
 Failure to listen attentively
 Fear of losing control, what you value
 Misconception that one must win and the other must lose

 Identify your needs and those of the other person.

 Keeps you focused on the issue
 Identify the needs
 Be empathic

 Plan what you want to say.

 Four-Part Assertion Message
 Describe the behavior
 Identify your feelings
 State the tangible consequences
 Make a request

Ebru Inanc
63 223 Business Communication I
 BILKENT UNIVERSITY
APPLIED SCHOOL OF TECHNOLOGY AND MANAGEMENT
BUSINESS INFORMATION MANAGEMENT

 Choose the right time.

 Relaxed, free from distractions and prepared to spend time

 Take turns speaking and listening.

 Listen open-mindedly rather than defensively

 Paraphrase one another

 Encourage active listening

 Set the stage for finding a solution.

 Work collaboratively

 Brainstorm

 Express appreciation.
 Thank the other person

 End the discussion on a positive note

Responding to Criticism
 Three types of criticism:
 Manipulative

 Vague

 Valid

Responding to Criticism
 Fogging
 Use for manipulative criticism

 Presents a non-defensive, indifferent response to criticism

 Seeks to acknowledge the criticism

 Does not agree or disagree

Ebru Inanc
63 223 Business Communication I
 BILKENT UNIVERSITY
APPLIED SCHOOL OF TECHNOLOGY AND MANAGEMENT
BUSINESS INFORMATION MANAGEMENT

 Negative Assertion
 Strongly agrees with valid criticism

 Admits mistakes

 Announces that the critic is right

 Adds what you have learned from the mistake

 Expresses a sad, regretful tone

 Negative Inquiry
 Clarifies the intent of vague criticism

 Shares a puzzled, confused tone

 Seeks further information

 Uses questions

Ebru Inanc
63 223 Business Communication I