inter-group relation and conflict - unext.in notes/ob lecture 6 sn 1.pdf · conflict management...
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Interdependence of Groups
• Pooled interdependence
• Sequential interdependence
• Reciprocal interdependence
• Team interdependence
Conflict Management
Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party.
Three Views on Conflict:
• Traditional Views: Avoid Conflict
• Behavioural Views: Tolerate Conflict
• Interactionist View: If required, stimulate conflict
Positive Consequences of conflict
• It helps in analytical thinking
• It helps in increased cohesion
• It promotes competition and therefore leads to increased effort.
• It serves as a foundation for organization development
• Conflict when expressed clears the air and reduces tension.
Types of Conflict
• Intra-personal Conflict
• Inter-personal Conflict
• Conflict between the individual and the group
• Inter-group Conflict
• Inter-organizational Conflict
CONFLICT SOURCES
• Competition for resources
• Lack of absolute standards of openness,
honesty, trustworthiness, integrity, dealings b/w
general staff, departments, divisions.
• Lack of shared values, commitment, motivation,
enthusiasm.
• Unfairness, unevenness, and inequality of
personal and professional treatment.
• Physical and psychological barriers b/w
seniors & subordinates, departments, divisions
CONFLICT SOURCES (contd..)
• Inability to meet expectations and fulfill promises.
• Nature of work and its professional, expert and
technical context.
• Structure of work, and the division and allocation
of tasks and jobs.
• Hopes, fears, aspirations, ambitions, beliefs,
attitudes of people involved.
• Presence of vested interests and pressure groups.
MODES OF MANAGING CONFLICT
(Kenneth & Thomas)
Approaches to managing conflict are function of both how
assertive one is trying to satisfy one’s own or one’s
group’s concerns and also how cooperative one is in
trying to satisfy those of the other party.
•
Collaborating
Avoiding
•
Accommodating
•
Compromise
•
•
Competing
Uncooperative Cooperative
Unassertive
Assertive
Assertiveness
Cooperativeness
Accommodating – Cooperating with other person‟s
wishes while not asserting own
•Effective reaction to build goodwill.
Competing – Maximizes assertiveness for one‟s own
position and minimize cooperative responses.
•Develops win lose conflict
•Holds promise when one has lot of power and has
no future relation with other party.
11
Compromise – Combines immediate levels of
assertiveness and cooperation.
•Isn‟t very successful when conflict stem from
power asymmetry.
•Has good fall back when other means fail.
Collaboration – Both assertiveness and cooperation
are maximized in the hope that an integrative
agreement occurs that fully satisfies interests of both
parties.
•Best when conflict is not intense and when each
party has information about other.
•Useful for organizational conflicts
THE STRUCTURE OF PERSONALITY
Human Personality
CHILD
ADULT
PARENT
Critical
Nurturing
Little Professor
Rebellious
Free Child
Compliant
ULTERIOR (HIDDEN) TRANSACTION
PARENT
ADULT
CHILD
PARENT
ADULT
CHILD
•Psychological level
•Stimulus
•Social level
STROKES
Strokes refer to giving some kind of
recognition to the person.
TYPES OF STROKES
1. Positive
2. Negative
3. Indifference
ANOTHER CLASSIFICATION OF STROKES
a) Conditional (C) – given for behaviors
b) Unconditional (U) – given to the person.
Life positions
• I am OK, You Are OK
• I am OK, You are not OK
• I am not OK, You are OK
• I am not OK, You are not OK
GAMES PEOPLE PLAY
Games are a set of ulterior transactions
with a definite payoff.
Elements of a Game
The elements of a game can be expressed through a formula:
C + G = R → S → X → P
NEGOTIATIONS
Negotiation is an attempt to prevent conflict or resolve existing conflict
Everyone negotiates !!
Negotiation strategies can be more than conflict management and be a tool for success in organizations for Management Gurus
TWO TYPES
i. Distributive Negotiations
ii.Integrative Negotiation
I. DISTRIBUTIVE NEGOTIATIONS
“Focus on how to attain the biggest
share/slice of pie” among the parties.
Decision more like compromise.
Forcing
Accommodating
Avoiding
Compromising
WIN LOSE SITUATION !!
SINGLE ISSUE
All used
Tactics in Distributive Negotiation
Threats and promises – Punish &
Concessions
Firmness Vs concessions – Sticks to target
DEADLOCK
Persuasion – Verbal debate
II. POSITIONAL/ INTEGRATIVE BARGAINING
APPROACH
Here „Pie‟ is enlarged before distribution
More of collaborating situation
Like we bargain in open market
“Successively taking and then giving up”
Mutual problem solving through high quality
information.
WIN - WIN SITUATION !!
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