conflict resolutions
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CONFLICT RESOLUTIONS
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Conflict Conflict Defined
Is a process that begins when one party perceives thatanother party has negatively affected, or is about tonegatively affect, something that the first party caresabout.
Is that point in an ongoing activity when aninteraction crosses over to become an interpartyconflict.
Encompasses a wide range of conflicts that people experiencein organizations Incompatibility of goals
Differences over interpretations of facts
Disagreements based on behavioral expectations
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Transitions in Conflict Thought Traditional View of Conflict
The belief that all conflict is harmful and mustbe avoided.
Causes:
Poor communication
Lack of openness
Failure to respond toemployee needs
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Transitions in Conflict Thought (contd)
Human Relations View of Conflict
The belief that conflict is a natural andinevitable outcome in any group.
Interactionist View of Conflict
The belief that conflict is not only a positive
force in a group but that it is absolutely
necessary for a group to perform effectively.
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Functional versus Dysfunctional
Conflict Functional Conflict
Conflict that supports the goals
of the group and improves
its performance.
Dysfunctional Conflict
Conflict that hinders group performance.
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Types of Conflict Task Conflict
Conflicts over content and goals of the work.
Relationship Conflict
Conflict based on interpersonal relationships. Process Conflict
Conflict over how work gets done.
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Types of conflict
Substantive conflict.
A fundamental disagreement over ends or
goals to be pursued and the means for their
accomplishment.
Emotional conflict.
Interpersonal difficulties that arise over feelings
of anger, mistrust, dislike, fear, resentment, etc.
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Levels of conflict
Intrapersonal conflicts. Actual or perceived pressures from
incompatible goals or expectations.
Approach-approach conflict.
Avoidance-avoidance conflict.
Approach-avoidance conflict.
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Levels of conflict
Interpersonal conflict.
Occurs between two or more
individuals who are in opposition toone another.
Intergroup conflict.
Occurs among members of different
teams or groups.
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Levels of conflict
Interorganizational conflict.
Commonly refers to the competition
and rivalry that characterize firmsoperating in the same markets.
Encompasses disagreements thatexist between any two or more
organizations.
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The Conflict Process
S I P i l O i i
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Stage I: Potential Opposition or
Incompatibility Communication
Semantic difficulties, misunderstandings, and noise
Structure Size and specialization of jobs
Jurisdictional clarity/ambiguity Member/goal incompatibility
Leadership styles (close or participative)
Reward systems (win-lose)
Dependence/interdependence of groups
Personal Variables
Differing individual value systems
Personality types
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Stage II: Cognition and Personalization
Perceived ConflictAwareness by one or more parties of theexistence of conditions that create opportunitiesfor conflict to arise.
Felt ConflictEmotional involvement in a conflict creatinganxiety, tenseness, frustration, or hostility.
Conflict Definition
Positive FeelingsNegative Emotions
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Stage III: Intentions Intentions
Decisions to act in a given way.
Cooperativeness:
Attempting to satisfy the other partysconcerns.
Assertiveness:
Attempting to satisfy ones ownconcerns.
Di i f C fli t H dli
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Dimensions of Conflict-HandlingIntentions
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Conflict management
Lose-lose conflict.
Avoidance.
Everyone simply pretends that the conflict doesnot really exist and hopes that it will go away.
Accommodation or smoothing. Involves playing down differences among the
conflicting parties and highlighting similaritiesand areas of agreement.
Compromise. Each party gives up something of value, but
neither partys desires are fully satisfied
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Conflict management
Win-lose conflict.
Competition.
One party achieves a victory through the use offorce, superior skills, or domination.
Authoritative command.
Use of formal authority to dictate a solution andspecify who gains what and who loses what.
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Conflict management
Win-win conflict.
Collaboration or problem solving.
Recognition by all conflicting parties thatsomething is wrong and needs attention, and it
stresses gathering and evaluating information in
solving disputes and making choices.
Collaboration and problem solving are preferred
to gain true conflict resolution when time and
cost permit.
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Conflict management
Win-win solutions should:
Achieve each others goals.
Be acceptable to both parties.
Establish a process whereby both parties see
a responsibility to be open and honest aboutfacts and feelings.
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Stage IV: Behavior Conflict Management
The use of resolution and stimulation techniquesto achieve the desired level of conflict.
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Conflict-Intensity Continuum
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Conflict Management Techniques
Conflict Resolution Techniques
Problem solving
Superordinate goals
Expansion of resources
Avoidance
Smoothing
Compromise
Authoritative command
Altering the human variable
Altering the structural variables
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Conflict Management TechniquesConflict Resolution Techniques
Communication
Bringing in outsiders
Restructuring the organization
Appointing a devils advocate
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Stage V: Outcomes
Functional Outcomes from Conflict
Increased group performance
Improved quality of decisions
Stimulation of creativity and innovation
Encouragement of interest and curiosity
Provision of a medium for problem-solving
Creation of an environment for self-evaluation andchange
Creating Functional Conflict
Reward dissent and punish conflict avoiders.
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Stage V: Outcomes
Dysfunctional Outcomes from Conflict
Development of discontent
Reduced group effectiveness
Retarded communication Reduced group cohesiveness
Infighting among group members overcomes
group goals