chap 7 conflict

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Chapter 7

Interpersonal Conflict

Interpersonal conflict refers to the manifestation of incompatibility, disagreement or difference between

two or more interacting individuals.

The Prisoners Dilemma

y According to game theory Prisoner's Dilemma is a

non-zero-sum game.

y Two moves, either "cooperate" or "defect".

y A scenario where cooperation and trust wins and

blind pursuit of self-interest loses.

Example of Prisoners Dilemma

y Suppose two individuals, A and B, have been

arrested on the suspicion that they have

committed a serious crime.

y Although they are guilty, there is not enough

evidence for conviction of the serious crime.

y The accused are separated and not allowed to

communicate with each other.

y The district attorney wants them to confess to the

crime that they have committed.

Payoff Matrix

Explanation of the Matrix

y If both A and B confess, they will be convicted of serious

offense, but their sentence will be reduced from 10 to 6

years.

y If A does not confess, but B confesses, A will get amaximum sentence of 10 years, and B will get the

minimum sentence of 4 years.

y If A confesses, but B does not confess, A will get a

reduced sentence of 4 years, and B will get the maximumsentence of 10 years.

y If both A and B do not confess, they can be convicted

only for the lesser offense and sentenced for 2 years.

A Model of Conflict

Antecedent conditions:- Sources of conflict namely

process, demographics and structural.

Behavioral Changes:- Conflict may affect the behaviorof parties toward each other.

Structure Formation:-A

s the conflict intensifies, theparties may restrict free communication andinteraction.

y Decision Process:- If the conflicting parties fail to reach a

decision, a mediator or arbitrator may be selected by the

parties to break the deadlock.

Superiorsubordinate conflict.

Conflict between two managers.

Conflict Aftermath:- Usually the resolution of conflictleaves a legacy which will affect the future relations of

the parties and their attitudes toward each other.

Consequences of Interpersonal Conflict

y Integrating Style:- Increase in organizational

commitment, performance outcomes, job outcomes

and interpersonal outcomes.

Compromising Style:- Positively associated withinterpersonal outcomes.

y Dominating style:- Negatively associated with

interpersonal outcomes and job satisfaction.

y Avoiding style:- Negatively associated with

interpersonal outcomes.

y Obliging style:- Negatively associated with

interpersonal outcomes.

Sources of Interpersonal Conflict

PersonalityyBases of Power

yOrganizational climate

yReferent-role

Personality:-

Extroverts are more likely to strive for integrative

style of handling conflict.

Feelers handle conflict through compromising and

obliging styles.Thinkers handle conflict through dominating and

integrating styles.

Bases of Power:-

Coercive power increases conflict.

Non-coercive power decreases conflict.

y Organizational climate:-

The effect of culture on conflict influences the long-

term growth and adaptability of the organizations.

y Referent-role:-

The managers are primarily obliging in dealing with

their superiors, integrating with subordinates, and

compromising with peers. Back-up (unusual) styles

are only used when the primary styles fail.

Managing Interpersonal Conflict

The management of interpersonal conflictessentially involves teaching organizational

members the styles of handling interpersonalconflict to deal with different situations effectively.

Diagnosis:-

The diagnosis of interpersonal conflict can beperformed by such methods as self-reports,observation, and interviews.

Measurement :-

1. The styles of handling interpersonal conflict used

by the organizational members to deal with differentsituations.

2. Factors that affect the styles of handling conflict.

3.Effectiveness of the individual members of an

organization.

Analysis:-

y The styles of handling interpersonal conflict utilized

by the members of various departments and whether

they deviated from the national norms significantly.

y Whether organizational members are using

appropriate behavioral styles to deal with different

situations effectively.

y Relationships of the styles to situations and individual

effectiveness.

Intervention

The intervention strategies for the management

of interpersonal conflict are:

y Process

y Structural

Process

The objective of a process intervention is to help the

organizational members to enhance their integrating

style of handling conflict by changing their attitudes

and behavior.

Transactional Analysis:- A transactional analysis

intervention can enable the members of an

organization to improve their communication skillsand consequently the styles of handling conflict with

superiors, subordinates, and peers.

Aspects of Transactional Analysis

The three aspects of transactional analysis are:

1) Structural Analysis

2) Transactional Analysis Proper

3) Life Positions

1) Structural Analysis

Structural analysis is the study of ego states. Human

beings interact with each other in terms of three

psychological states which are:a) Parent ego state: It reflects the attitudes, values,

and behavior of authority figures, especially parents.

b) Adult ego state: It represents the rational part of

personality.

c) Child ego state: It reflects the experiences and

conditions of early childhood.

2) Transactional Analysis Proper

The basic unit of communication is called a transaction.

Transactions may be classified as:

a) Complementary Transaction

b) Uncomplementary Transaction

c) Ulterior Transaction

a)Complementary Transaction:- Complementary

transaction occurs when they are parallel; that is, a

message sent from one ego state receives an expected

response from the appropriate ego state of the

other party.

b) Uncomplementary Transaction:- It occurs when

a message from one ego state receives a response from

a different ego state than intended.

This happens when stimulus and response cross on the

PA C transaction diagram.

c) UlteriorTransaction:- It occurs when the overtstimulus indicates a transaction at one level but the

underlying intent of it may place the transaction at

another level.

3) Life Positions:-If an individual is communicating primarily from one

ego state, it can correspond to one of these four

positions:

StructuralThe two structural arrangements that are

necessary to deal with conflicts between two

parties when they fail to resolve theirdisagreements are:

a) Appeal to Authority

b) Use of Ombudsmen

a) Appeal to Authority

yOrganizations allow members to appeal to a

common superior.

y The common supervisor can make a decision

that will be binding on the two parties involved

in conflict.

b) The Use of Ombudsmen

y An ombudsman is a mediator who ensures fair and

just application of the rules and procedures of an

organization for the management of conflict between

two or more parties.

y Two types of corporate ombudsmen:

chap 7 conflict

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