A great many peer conflicts arise from incompatible goals or fromdifferent views on how a task should be accomplished. With honestdialogue these kinds of conflicts can usually be resolved. Butother peer conflicts are more troublesome because they involvepersonal values, office politics and power, and emotionalreactions.To resolve these more difficult peer conflicts, managers shouldexamine three key issues that can cause such clashes and alsoinfluence their outcome. One, they should assess their emotional’hot buttons’ that trigger ineffective behaviors andmake conflict difficult to manage. Two, they should examine theirpersonal values and how those might conflict with what their peersfind important. Finally, they should assess their power in theorganization–which can be related to position, influence, expertise, or some other factor–and learn how to use it tomanage conflicts.Navigating these issues won’t rid an organization of conflictamong peers. But by paying attention to them managers can buildeffective relationships that will survive these inevitableconflicts and bolster their ability to achieve organizationalgoals.
Table of Content
7 Is Conflict Destructive?8 A Process for Managing Conflict12 How Emotional Hot Buttons Affect Conflict15 How Values Affect Conflict Identifying Your Values Identifying Your Peer’s Values21 How Power and Politics Affect Conflict Identifying Your Power Mapping Organizational Power24 Managing Conflict for Results27 Suggested Readings28 Background29 Key Point Summary
About the author
This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL) has generated, sinceits inception in 1970, through its research and educationalactivity conducted in partnership with hundreds of thousands ofmanagers and executives. Much of this knowledge is shared-in a waythat is distinct from the typical university department, professional association, or consultancy. CCL is not simply acollection of individual experts, although the individualcredentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and workingtogether to understand and generate practical responses to today’sleadership and organizational challenges.The purpose of the series is to provide managers with specificadvice on how to complete a developmental task or solve aleadership challenge. In doing that, the series carries out CCL’smission to advance the understanding, practice, and development ofleadership for the benefit of society worldwide.Talula Cartwright is a senior program associate at CCLand works extensively with participants in its Leading Creativelyprogram, Leadership Development Program (LDP), Foundations of Leadership program, and The Women ‘s Leadership Program. Shehas worked in the area of executive and management developmentsince 1981, with an emphasis on organizational learning andexecutive communication. She holds a Ph.D. in higher education fromthe University of North Carolina at Greensboro.
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