pp group conflicts.3

7/27/2019 PP Group Conflicts.3

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CONFLICT IN

GROUPS



DEFINITION

Antonioni (2000)

interactive process manifested inincompatibility, disagreement, ordissonance within or between socialentities

Van de Vliert (1998)

occurs whenever emotional antagonismscreate frictions between individuals or

groups



TYPES

Substantive conflict

disagreement over goals and the means for

their accomplishment

Emotional conflict

involves interpersonal difficulties that ariseover feelings of anger, mistrust, dislike, orfear



LEVELS OF CONFLICT

Intrapersonal conflict

involves actual or perceived pressures from

incompatible goals or expectations

approach–approach conflict

avoidance–avoidance conflict

approach–avoidance conflict

Interpersonal conflict

occurs between two or more individuals whoare in opposition to one another



LEVELS OF CONFLICT

Intergroup conflict

occurs among members of different teams

or groups

Inter-organizational conflict is mostcommonly thought of in terms of the

competition that characterizes firmsoperating in the same markets



FUNCTIONAL AND DYSFUNCTIONAL

CONFLICTS

Functional (constructive) conflict

can bring important problems to the surface

so that they can be addressed

Dysfunctional (destructive) conflict

hurts group cohesion, promotesinterpersonal hostilities, and overallcreates a negative environment for

workers



CONFLICT MANAGEMENT STYLES

Rahim & Magner (1995)

Two criterions:Cooperativeness (C) – concern for others

Assertiveness (A) – concern for Self

Five conflict management styles




Dominating style (A nonC):

working against the wishes of the other party,fighting to dominate, forcing things through

the exercise of the authority

Integrating style (AC):

seeking true satisfaction of everyone’sconcerns by working through differences,finding and solving problems so everyone

gains as a result




Avoiding style (nA nC): downplaying disagreement, failing to participate

in the situation or staying neutral at all costs

Obliging Style (nonA C): letting the other’swishes rule, smoothing over differences tomaintain superficial harmony

Compromising Style (middle A middle C):

working toward partial satisfaction ofeveryone’s concerns, seeking “acceptable”rather than “optimal” solutions so that no onetotally wins or totally loses



Personality – Conflict Management

Styles Relationship

Big Five Dimensions – Conflict ManagementStyles

Integrating Style (AC)

(+): E, O and C (students)

(+): A (managers)

Obliging Style (nonA C)

(+): N, A (students)

No relationship (managers)



Personality – Conflict Management

Styles Relationship

Dominating Style (A nonC) (+): E (students)(-): A (students)

(-): N, A (managers) Avoiding Style (nonA, nonC) (+): N, A (students)(-): E, O (students)

(+): A (managers)(-): C (managers) Compromising Style (middle A & C) (+): A (students)

No relationship (managers)



Assessment of Conflict Management

Styles Thomas-Kilmann Questionnaire

Aspects evaluated: the five conflictmanagement styles

Structure: 30 items with 2 responses(A/B)



Seminar activity

Activity 1

WHEN TO USE CONFLICT MANAGEMENT

STYLES



Integrating style is preferred to gain true conflictresolution when time and cost permit.

Avoidance may be used when an issue is trivial or moreimportant issues are pressing, or when people need to cooldown temporarily and regain perspective.

Dominating style may be used when quick and decisiveaction is vital or when unpopular actions must be taken.

The obliging style may be used when issues are moreimportant to others than to yourself or when you want tobuild “credits” for use in later issues.

Compromise may be used for temporary settlements tocomplex issues or to arrive at expedient solutions when

time is limited.



Activity 2

A Conflict Situation

Modul XIV /handout 14.9/

pp group conflicts.3

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