curs conflict

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Comunication en situationsconflictuelles et negotiation

- Conflict defined-

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Conflict Defined

A process that begins when one party perceives thatanother party has negatively affected, or is about to

negatively affect, something that the first party cares

about

That point in

an ongoing

activity w

hen

an inter

actioncrosses over to become an interparty conflict

Encompasses a wide range of conflicts that people

experience

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 must be avoided

Prevalent view in the 1930s-1940s

Conflict resulted from:

Poor communic

ation

Lack of openness

Failure to respond to employee needs

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Continued Transitions in Conflict Thought

Human Relations View of Conflict

The belief that conflict is a natural and inevitable outcome in

any group

Prevalent from the late 1940s through mid-1970s

Interactionist View of Conflict The belief that conflict is not only a positive force in a group

but that it is absolutely necessary fora group to perform

effectively

Current view

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Forms of Interactionist Conflict

Functional Conflict

Conflict that supportsthe goals of the groupand improves itsperformance

Dysfunctional

Conflict Conflict that hinders

group performance

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Types of Interactionist Conflict

Task Conflict

Conflicts over the content and goals of the work

Low-to-moderate levels of this type are FUNCTIONAL

Relationship Conflict

Conflict based on interpersonal relationships

Almost always DYSFUNCTIONAL

Process Conflict

Conflict overhow work gets done

Low levels of this type are FUNCTIONAL

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The Conflict Process

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E X H I B I T 15-1


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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

Reward systems

Dependence/interdependence of groups Personal Variables

Differing individual value systems

Personality types

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Stage II: Cognition and Personalization

Important stage for two reasons:

1. Conflict is defined

Perceived Conflict

Awareness by one or more parties of the existence of

conditions that create opportunities for conflict to arise

2. Emotions are expressed that have a strong impact on the

eventual outcome

Felt Conflict

Emotional involvement in a conflict creating anxiety,

tenseness, frustration, orhostility

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Stage III: Intentions

Intentions Decisions to act in a given way

Note: behavior does not always accurate reflect intent

Dimensions of conflict-handling intentions:

Cooperativeness

Attempting to satisfy

the other partys

concerns

Assertiveness

Attempting to satisfy

ones own concerns

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E X H I B I T 15-2

Source: K. Thomas, Conflict and Negotiation Processes in Organizations, in M.D. Dunnette and L.M. Hough (eds.), Handbook of Industrial and

Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.


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Stage IV: Behavior

Conflict Management

The use of resolution and stimulation techniques to achieve

the desired level of conflict

Conflict-Intensity Continuum

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E X H I B I T 15-3

Source: Based on S.P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 93

97; and F. Glasi, The Process of Conflict Escalation and the Roles of Third Parties, in G.B.J. Bomers and R. Peterson (eds.), ConflictManagement

and Industrial Relations (Boston: Kluwer-Nijhoff, 1982), pp. 11940.


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Conflict Resolution Techniques

Problem solving - Face to face meeting of the conflictparties for the purpose of identifying the problem andresolving through open discussion.

Super ordinate goals

Expansion of resources If scarcity of resources is thecause expansion of the resources solves the conflict

Avoid

ance - Wit

hdr

aw

al from t

he conflict.

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E X H I B I T 15-4

Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp.

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Smoothing - Playing down differences while emphasizing commoninterests.

Compromise - Each party to the conflict gives up something of value

Authoritative command - Resolving using formal authority and thencommunicating its desires to the parties

Altering the human variables Using behavioral change techniquessuchas human relations training to alterattitudes and behaviors that

cause conflict

Altering the structural variables Changing the formal organizationstructure and the interaction patterns conflicting parties through jobredesign, transfers, creation of coordinating positions, and the like.


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Bringing in outsiders Adding employees to a group whose

back grounds, values, attitudes, or managerial styles differ from

those of present members

Restructuring the organization Realigning work groups,

altering rules and regulations, increasing interdependence, and

making structural changes to disrupt the status quo.

Appointing a devils advocate Designating a critic to purposelyargue against the majority positions held by the group

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Creating Functional Conflict

Reward dissent and punish conflict avoiders

Lead by example. A leader who wants to generate opposing

opinions encourages and rewards the behavior

Assign a devil's advocate during decision-making processes.

Role-play the competitor's reaction

Involve the naysayers.

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