325ch09
DESCRIPTION
conflict in organisationTRANSCRIPT
![Page 1: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/1.jpg)
Conflict in the Organization
Chapter 9
(pp. 157-171)
![Page 2: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/2.jpg)
Overview
Communication & Conflict Defining Conflict Origins Consequences Factors Influencing Conflict Conflict Styles Disputes and Negotiation Conflict Management &
Resolution Skills
![Page 3: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/3.jpg)
Communication & Conflict
Mild “tensions” vs. Incapacitation Understanding conflict is critical to
communication success Communication constitutes the essence
of conflict in that it undergirds the formation of opposing issues, frames perceptions of the felt conflict, translates emotions and perceptions into conflict behaviors, and sets the stage for future conflicts (Putnam & Poole, 1987)
![Page 4: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/4.jpg)
Conflict Defined
Two or more interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving that goal (Hocker & Wilmot, 1995)
Competition between interdependent parties who perceive that they have incompatible needs, goals, desires, or ideas (Van Slyke, 1999)
The interaction of interdependent people who perceive opposition of goals, aims, and values, and who see the other party as potentially interfering with the realization of these goals (Putnam & Poole, 1987)
![Page 5: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/5.jpg)
Conflict Defined
Interdependence
Perceived Incompatible Goals
Scarce Resources
Interference
Social Interaction Central to Conflict How conflict is identified and framed
![Page 6: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/6.jpg)
Origins of Conflict
Four Events that precipitate interpersonal conflict REBUFFS
Failure to respond to appeal for desired action ILLEGITIMATE DEMANDS
Unjust or extreme request CRITICISMS
Unfavorable or demeaning verbal or nonverbal act CUMULATIVE ANNOYANCES
Repetition of instances that crosses tolerance threshold
Five Factors that favor the development of conflict Frequency of Occurrence Goal Mutuality Goal-Path Uncertainty Attribution of Cause Negative Feelings
![Page 7: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/7.jpg)
Consequences of Conflict
Negative Consequences Less Effective Suboptimal Productivity Inhibited Cognitive Functioning
Positive Consequences Identify and Better Understand Issues Clarify Issues Creative Solutions
![Page 8: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/8.jpg)
Factors Influencing Conflict
Content Related vs. PersonalSize of ConflictRigidity of the IssuePower DifferencesIndividual Personalities, Traits,
and Dispositions
![Page 9: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/9.jpg)
Conflict Styles
Strategy EffectivenessAdapt to the SituationBe Fair and ObjectiveAppropriate and Effective
CommunicationMutual AwarenessOpen-minded AttitudesWillingness to Ignore Power IssuesProblem-Solving Procedures
![Page 10: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/10.jpg)
Characterizing Conflict Styles
5 Basic Conflict Styles Withdrawing (Avoiding) Smoothing (Accomodating) Forcing (Dominating; Competing) Confronting (Collaborating, Problem Solving,
Integrating) Compromising
Ethical Climate Determines Effectiveness of Conflict Style Formal Procedures / Rules McKinney, Kelly, and Duran (1997) CMMS scale Ross & DeWine (1988)
Concern for other, self, and issue Nicotera (1994)
![Page 11: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/11.jpg)
Conflict Styles Research McKinney, Kelly, and Duran (1997)
Concern for other and issue positively related to social confirmation
Concern for other and issue positively related with social experience
Concern for self negatively related to social composure
Nicotera (1994) AVOID - evasive vs. estranged ACCOMMODATE - accommodate vs. patronize COMPETE - assertive vs. aggressive COLLOBORATE - consolidate vs. begrudge COMPROMISE - ?
Flexibility is influenced by liking, loyalty, and personality factors (aggressiveness, tolerance, and innovativeness)
![Page 12: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/12.jpg)
Conflict Styles Research Superior’s Conflict Styles and Rewards
for Subordinates System Rewards (salary, benefits, promotions) Performance Rewards (responsibility, decision
making input, meaningful/challenging work) Interpersonal Rewards (recognition, friendship,
status, appreciation, feeling of belonging) Results
Collaboration and Forcing styles predict Interpersonal and Performance Rewards
No relationships identified . . . between accommodation and perceived
rewardsbetween manager conflict styles and system
rewards
![Page 13: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/13.jpg)
Conflict Styles Research
Diversity and GenderWorkplace diversity and
orientations toward conflict can heighten the frequency and intensity of conflict situations
Lack of understanding of cultural differences can result in conflict
Personality has a greater impact on conflict style than biological sex
![Page 14: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/14.jpg)
Disputes and Negotiation Bargaining as Compromise
Participants negotiate mutually shared rules and then cooperate within these rules to gain a competitive advantage over opponent
Bargaining and Negotiation are interchangeable
Organizational Responses (Disputing Process Instrument (DPI) Morrill & Thomas, 1992)
Aggressiveness - expense of othersAuthoritativeness - resources of
social positionObservability visible to social
audience Seven Conflict Behaviors (DPI)
![Page 15: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/15.jpg)
The Negotiation Process The goal of negotiation is no longer
exclusively getting an effective settlement Redefinition of the problem Perceptual change in the elements of the
problem New appreciation of the socio/historical context
of the dispute Communication-as-Negotiation
Transformational power that transcends notions of technical and instrumental rationality
Participants define the conflict and its environment
Rationality and Effectiveness (and Appropriateness) help define many aspects of organizational life
![Page 16: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/16.jpg)
Conflict Management & Resolution Skills First, understand the factors contributing to conflict Next, we identify the methods for resolving conflict Two Forms of Conflict Resolution
Distributive Conflict Resolution Winning through the use of negative behaviors Disagreement to prevent others from reaching their goals Serves personal needs and goals at the expense of others Conflict as WIN - lose
Integrative Conflict Resolution Foster cooperation and shared solutions Modifying ideas, bargaining for an acceptable
compromise Search for solutions and provide support for others Cooperative and not mutually exclusive Objective is to share values, highlight common
objectives, and help achieve consensus Transition from distributive to integrative conflict resolution
occurs when the need to accomplish a common goal is recognized.
![Page 17: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/17.jpg)
Conflict Management & Resolution Skills
Once individuals realize that it will be impossible to achieve the desired goal without resources and abilities beyond their own, the transition can take place.
INTEGRATIVE CONFLICT RESOLUTION SKILL SET Ability to establish effective working relationships Must have cooperative and problem-solution attitudes Must be able to manage the group process and group
decision making be knowledgeable about the issues Interpersonal Relationships are at the core of our
ability to resolve conflict Effective development of interpersonal relationships
among co-workers can potentially decrease the severity of grievances filed
Metaphors to describe attitudes toward conflict CONFLICT as WAR (great personal cost) CONFLICT as IMPOTENCE (powerless to impact) CONFLICT as RATIONAL PROCESS (collaboration)
Most frequent - conflict as impotence
![Page 18: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/18.jpg)
Conflict Management & Resolution Skills
Having skills and knowledge of different approaches to conflict may help one overcome a sense of helplessness in conflict settings
Resolving conflicts depends on the perceptions of the negotiation
Misinformation can lead to negative perceptions Organizational conflict can be one of the most
frustrating and difficult aspects of working in an organization
Especially frustrating when people feel they have no control over the outcome
Be sensitive to your own style of interacting and managing conflict and pay attention to the styles of others
Conflict is expected and anticipated in the communicative organization (CO)
The only UNKNOWN is how parties respond to conflict
![Page 19: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/19.jpg)
Strategies for Dealing with Conflict
Be Objective Analyze and separate content and personal issues Planning stage for strategic communication
Be Aware of Preferred Style of Conflict Resolution Plan, Recognize, Contain, and Cope
Distinguish Symptoms from Causes Symptoms let us know a conflict is present Causes of conflict are issues underlying the
symptoms Identify Success of Methods already Implemented
Ignore problems Persuasion Compromise
Be Sensitive to Different Approaches and Views of Conflict based on Gender and Cultural Diversity
![Page 20: 325ch09](https://reader036.vdocuments.us/reader036/viewer/2022082915/545f0b67b1af9f0e598b4ac9/html5/thumbnails/20.jpg)
Summary
Communication & Conflict Defining Conflict Origins Consequences Factors Influencing Conflict Conflict Styles Disputes and Negotiation Conflict Management &
Resolution Skills