Avoidance or Accommodation in Conflict Management

Conflict Case Study

Functional or Dysfunctional?

Conflict is a normal and healthy part of any relationship. It provides an opportunity for growth and resolution, and can even help to strengthen the bond between two people. However, not all conflict is created equal. Functional conflict is marked by healthy communication and a mutual respect for each other’s opinions. Both parties feel safe expressing their thoughts and views, and are willing to compromise in order to find a resolution. In contrast, dysfunctional conflict is characterized by winner-takes-all mentality, stonewalling, and a general lack of respect, and it can harm an organization. As Bauer and Erdogan (2012) state, “Conflict can be dysfunctional if it paralyzes an organization, leads to less than optimal performance, or, in the worst case, leads to workplace violence.”  This kind of conflict often leads to arguments and resentment, and can damage the relationship beyond repair. It is important to be able to distinguish between these two types of conflict in order to maintain healthy relationships.

The kind of conflict that Nick Cunningham faces is definitely dysfunctional. It is an environment wherein there is the risk of a total breakdown, what with Mansfield threatening to retire after the way he is treated by Synergon (Cliffe, 1991). However, this does not mean that the functional cannot become functional. Nick does have the power to turn the dysfunctional conflict he is facing into a functional conflict—one that can lead to good and positive outcomes. As Cliffe (1991) explains, “Nick needs to get Mansfield on his side. He needs to empathize with him and express personal regret about how the transition process has gone so far. In return, he needs a commitment from Mansfield that he will stay on and help Nick with the transition. If these two men can begin to understand each other, they may be able to salvage the acquisition.”

Source of Conflict

The way to resolve the conflict gives a hint at the source of the conflict: it is indeed a conflict arising from interpersonal/relational issues. The directing manager of Beauchamp feels slighted by the Synergon group, and feels that he and his people are being treated like less-than-equals. He does not like the treatment, and feels rightly so that he deserves more respect. As Luthans et al. (2015) explain, organizational conflict can take many different shapes, but one has to know how to deal with stress in order to prevent conflict from escalating into dysfunction. What makes the problem difficult for Nick is the fact that the conflict actually starts in relational issues but then crosses the line into tasks and roles. It straddles both—the personal and the professional—spheres of the workplace environment. Thus, Nick is not sure where to start to address the problem (Cliffe, 1999). Bauer and Erdogan (2012) point out that “personal conflicts, such as personal attacks, are never healthy because they cause stress and distress, which undermines performance. The worst cases of personal conflicts can lead to workplace bullying.” What Mansfield is experiencing is akin to professional bullying, or a kind of micromanaging that is wholly displeasing to one who has essentially steered his own company for so long. He wants to see his company merge successfully with Synergon—but he is not going to sit still and take abuse while it merges. Nick has to be more considerate about Mansfield’s personal and professional needs so as not to affront him or displease him.

Conflict Management

Conflict management is a critical skill for anyone in a leadership role. There are five basic styles of conflict management: avoidance, accommodation, compromise, collaboration, and competition (Bauer & Erdogan, 2012). Depending on the situation, one style may be more appropriate than another. Avoidance is often used when the stakes are low and there is no potential for resolution. With accommodation, the goal is to maintain relationships and avoid further escalation. Compromise may be used when both parties have something to lose and need to find a middle ground. Collaboration is used when there is a need to find a creative solution that meets the needs of both parties. Competition may be necessary when there is a zero-sum game and one party needs to win at the expense of the other. Understanding these five styles of conflict management can help you make better decisions in times of conflict.

For Nick, the best approach to take is accommodation, followed by compromise and collaboration. Avoidance is not to be recommended because the stakes are too high: if nothing is done about the problem, the merger will fail; Mansfield will quit, and there will not be the right kind of leadership on hand to guide the process. Competition is also not appropriate in this case because it is not a zero sum game in which Synergon can or should “win” over Beauchamp. The companies need to work together, and that means finding common ground and understanding at the personal and professional levels. The best way to start is to proceed with the style of accommodation: Nick needs Mansfield to stay, and Mansfield feels insulted—so Nick needs to do a better job of understanding and satisfying Mansfield’s needs, which is something he has not done yet (Cliffe, 1999). Following accommodation, Nick can promote and foster a spirit of compromise and collaboration, as there will be no more hurt feelings, and good will can flourish among the leaders.

Other Advice

As Liddle (2017) explains, one of the most important skills for a conflict manager to have is emotional intelligence. Synergon would have done well to use social and emotional intelligence at the outset, getting to know and understand Mansfield, before running headlong into avoidable and unnecessary conflict. Indeed, it is well-established that social and emotional intelligence are important in a variety of settings (Liddle, 2017). For example, people high in social intelligence are better able to navigate the complexities of social interactions and relationships. They are also better at reading other people's emotions and understanding the communication cues that underpin human interaction. People high in emotional intelligence, on the other hand, are better able to manage their own emotions and reactions. They are also better equipped to understand and respond effectively to the emotions of others. Given the importance of these skills in everyday life, it is not surprising that they also play a role in conflict management.