chap 7 conflict
TRANSCRIPT
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 1/28
Chapter 7
Interpersonal Conflict
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 2/28
Interpersonal Conflict
Interpersonal conflict refers to the manifestation of incompatibility, disagreement or difference between
two or more interacting individuals.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 3/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 4/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 5/28
Payoff Matrix
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 6/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 7/28
A Model of Conflict
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 8/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 9/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 10/28
Consequences of Interpersonal Conflict
y Integrating Style:- Increase in organizational
commitment, performance outcomes, job outcomes
and interpersonal outcomes.
y
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 11/28
Sources of Interpersonal Conflict
y
PersonalityyBases of Power
yOrganizational climate
yReferent-role
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 12/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 13/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 14/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 15/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 16/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 17/28
Intervention
The intervention strategies for the management
of interpersonal conflict are:
y Process
y Structural
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 18/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 19/28
Aspects of Transactional Analysis
The three aspects of transactional analysis are:
1) Structural Analysis
2) Transactional Analysis Proper
3) Life Positions
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 20/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 21/28
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
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 22/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 23/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 24/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 25/28
3) Life Positions:-If an individual is communicating primarily from one
ego state, it can correspond to one of these four
positions:
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 26/28
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
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 27/28
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.
8/3/2019 Chap 7 Conflict
http://slidepdf.com/reader/full/chap-7-conflict 28/28
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: