conflict in the organization conflict issues chapter -5 1

Conflict in the Organization

Conflict Issues

Chapter -5

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Overview

Communication & Conflict Defining Conflict Origins Consequences Factors Influencing Conflict Conflict Styles Disputes and Negotiation Conflict Management &

Resolution Skills

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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)

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Organization Conflict Defined as:

A process that occurs when a person or group believes that others have or will take action that is at odds with their own goals and interests.

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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)

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Conflict Defined

Interdependence

Perceived Incompatible Goals

Scarce Resources

Interference

Social Interaction Central to Conflict How conflict is identified and framed

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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

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Consequences of Conflict

Negative Consequences Less Effective Suboptimal Productivity Inhibited Cognitive Functioning

Positive Consequences Identify and Better Understand Issues Clarify Issues Creative Solutions

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Factors Influencing Conflict

Content Related vs. PersonalSize of ConflictRigidity of the IssuePower DifferencesIndividual Personalities, Traits,

and Dispositions

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Conflict StylesStrategy Effectiveness

Adapt to the SituationBe Fair and ObjectiveAppropriate and Effective

CommunicationMutual AwarenessOpen-minded AttitudesWillingness to Ignore Power IssuesProblem-Solving Procedures

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Characterizing Conflict Styles 5 Basic Conflict Styles

1. Withdrawing (Avoiding)2. Smoothing (Accomodating)3. Forcing (Dominating; Competing)4. Confronting (Collaborating, Problem Solving,

Integrating)5. Compromising

Ethical Climate Determines Effectiveness of Conflict Style1. Formal Procedures / Rules2. McKinney, Kelly, and Duran (1997)3. CMMS scale Ross & DeWine (1988)

Concern for other, self, and issue4. Nicotera (1994)

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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) 12

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

rewards13

Conflict Styles ResearchDiversity and Gender

Workplace 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

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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) 15

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

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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. 17

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 18

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 19

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 Diversity20

The Cost & Benefit of Conflict

Costs of ConflictNegative emotions and

stressStereotypingFaulty decision making

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Cont.,

Benefits of ConflictDiscussion of problemsBasis for changeIncrease in motivation

and loyalty

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Managing Conflict

Bargaining & Negotiation -- the process in which the parties in dispute make offers and counter offers

Mediation and Arbitration -- third party intervention

Superordinate Goals -- commonality is seen in goals and the solution is greater than either parties’ initial goal

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Aspect of Bargaining

Framing the issueTask orientationEmotional orientationCooperative orientation

Orientation strategyWin -- loseWin -- win

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Aspect of Mediation

Enlarging the pie LogrollingCost cuttingBridging

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Stress Factors

OrganizationalDemanding JobsCompeting demandsRole ambiguityJob responsibilityIsolationUnpleasant working

conditions

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Cont.,

IndividualStressful life eventsDaily stressPersonality Perception

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Consequences of Stress

Physiological SymptomsHeadaches, High blood

pressure, Heart diseasePsychological Symptoms

Anxiety, Depression, Burnout, Callousness

Behavioral SymptomsProductivity lossWithdrawal

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Managing Stress

Personal approachesLifestyle, Physiological,

CognitiveOrganizational approaches

Job redesignSocial supportFamily friendly policiesWellness and EAP Programs

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Backwards & Forwards

Today we looked at two side of conflict: the harmful and the beneficial; causes and ways to manage conflict, how stress can arise from conflict, organizational and individual factors in stress, and its resolution.

Looking ahead:. What pushes organizations to change, what are the sources of resistance? Next time.

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Summary

Communication & Conflict Defining Conflict Origins Consequences Factors Influencing Conflict Conflict Styles Disputes and Negotiation Conflict Management &

Resolution Skills

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