management process & organization behavior notes 12

7/28/2019 Management Process & Organization Behavior Notes 12

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Conflict Management Unit 12

Sikkim Manipal University 164

Unit 12 Conflict Management

Structure

12.1 Introduction

Objectives

12.2 Levels of conflict

Self Assessment Questions 1

12.3 The Conflict Process


12.4 Conflict management approachesSelf Assessment Questions 3

12.5 Negotiation


12.6 Summary

Terminal Questions

Answer to SAQs and TQs

12.1 Introduction

Conflict occurs whenever disagreements exist in a social situation over issues (work related or

personal). Conflict is a process that begins when one party perceives that another party has

negatively affected, or is about to negatively affect, something that the first party cares about

(Thomas, 1992). Conflict can be either constructive or destructive. Constructive conflict prevents

stagnation, stimulates creativity, allows tensions to be released. However, excessive levels of conflict

can hinder the effectiveness of a group or an organization, lessens satisfaction of group members,

increases absence and turnover rates, and, lowers productivity.


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Learning objectives:

The learning objectives of this unit are as follows:

1. Levels of conflict2. The Conflict Process

3. Conflict management approaches

Negotiation

The most important views about conflict are as follows:

The Traditional View: This approach assumes that all conflict is dysfunctional and hinders

performance. Conflict is seen as a dysfunctional outcome resulting from poor communication, a lack

of openness and trust between people, and the failure of managers to be responsive to their

employees.

The Human Relations View: This view believes that conflict is a natural occurrence in all groups and

organizations. Since it was natural and inevitable it should be accepted. It cannot be eliminated and

may even contribute to group performance.

The Inter-actionist View: This approach encourages conflict on the grounds that a harmonious,

peaceful, tranquil, and cooperative group is prone to becoming static and non-responsive to needs

for change and innovation. Group leaders should maintain enough conflict to keep the group viable,

self-critical, and creative.

Functional vs. Dysfunctional Conflict

Functional, constructive forms of conflict support the goals of the group and improve its performance.

Conflicts that hinder group performance are dysfunctional or destructive forms of conflict. Task

conflict relates to the content and goals of the work. Low-to-moderate levels of task conflict are

functional and consistently demonstrate a positive effect on group performance because it stimulates

discussion, improving group performance. Relationship conflict focuses on interpersonal

relationships. These conflicts are almost always dysfunctional and the friction and interpersonal


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Self-assessment questions 1

1. Intrapersonal conflict may be of _________ types.

2. _____________________ conflict occurs when a person must choose between two negative and

equally unattractive alternatives.

3. __________conflict occurs among members of different teams or groups

4. Conflict occurs whenever ____________ exist in a social situation over issues

5. The ___________ View of conflict encourages conflict on the grounds that a harmonious,

peaceful, tranquil, and cooperative group is prone to becoming static and non-responsive to

needs for change and innovation

6. ___________ conflict relates to the content and goals of the work.

12.3 The Conflict Process

The process of conflict management has the following steps (Schermerhorn et al, 2002):

Stage I: Potential Opposition or Incompatibility

This stage concludes the conditions that create opportunities for conflict to arise. The conditions are

as follows:

1. Communication - Communication becomes a source of conflict due to semantic difficulties,

misunderstandings, and noise (distortion) in the communication channels. Differing word

connotations, jargon, insufficient exchange of information, and noise in the communication channel

are all barriers to communication and potential antecedents to conflict.

2. Structure - The term structure includes variables such as size, degree of specialization,

jurisdictional clarity, member-goal compatibility, leadership styles, reward systems, and the degree of

dependence. Size and specialization act as forces to stimulate conflict. The larger the group and

more specialized its activities, the greater the likelihood of conflict. The potential for conflict is

greatest where group members are younger and turnover is high. The greater the ambiguity in

responsibility for actions lies, the greater the potential for conflict.


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3. Personal variables - Personal variables include individual value systems and personality

characteristics. Certain personality types lead to potential conflict. Value differences are the best

explanation for differences of opinion on various matters.

B. Stage II: Cognition and Personalization

Antecedent conditions lead to conflict only when the parties are affected by and aware of it. Conflict

is personalized when it is felt and when individuals become emotionally involved. Emotions play a

major role in shaping perceptions. Negative emotions produce oversimplification of issues,

reductions in trust, and negative interpretations of the other partys behavior. Positive feelings

increase the tendency to see potential relationships among the elements of a problem, to take a

broader view of the situation, and to develop more innovative solutions (Robbins, 2003).

C. Stage III: Intentions

The primary conflict-handling intentions are represented as follows:

Cooperativenessthe degree to which one party attempts to satisfy the other partys concerns.

Assertivenessthe degree to which one party attempts to satisfy his or her own concerns.

Competing: When one person seeks to satisfy his or her own interests, regardless of the impact

on the other parties to the conflict

Collaborating: When the parties to conflict each desire to fully satisfy the concerns of all parties.

The intention is to solve the problem by clarifying differences rather than by accommodating.

Avoiding: A person may recognize that a conflict exists and want to withdraw from it or suppress

it.

Accommodating: When one party seeks to appease an opponent, that party is willing to be self-

sacrificing.

Compromising: When each party to the conflict seeks to give up something, sharing occurs,

resulting in a compromised outcome. There is no clear winner or loser, and the solution provides

incomplete satisfaction of both parties concerns.


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Stage IV: Behavior

The behavior stage includes the statements, actions, and reactions made by the conflicting parties.

These conflict behaviors are usually overt attempts to implement each partys intentions. It is a

dynamic process of interaction with a continuum. At the lower part of the continuum, conflicts are

characterized by subtle, indirect, and highly controlled forms of tension. Conflict intensities escalate

as they move upward along the continuum until they become highly destructive. Functional conflicts

are typically confined to the lower range of the continuum.

Stage V: Outcomes

Outcomes may be functionalimproving group performance, or dysfunctional in hindering it. Conflict

is constructive when it (Robins, 2003):

a. Improves the quality of decisions.

b. Stimulates creativity and innovation.

c. Encourages interest and curiosity.

d. Provides the medium through which problems can be aired and tensions released.

e. Fosters an environment of self-evaluation and change.

Outcomes may be dysfunctional as well. They are as follows:

Uncontrolled opposition breeds discontent, which acts to dissolve common ties and eventually leads

to the destruction of the group. Undesirable consequences include a retarding of communication,

reductions in group cohesiveness, subordination of group goals to the primacy of infighting between

members. Conflict can bring group functioning to a halt and potentially threaten the groups survival.

The demise of an organization as a result of too much conflict is not as unusual as it might first

appear.

Self-assessment questions 2

1. Communication becomes a source of conflict due to __________ in the communication channels.

2. The potential for conflict is greatest where group members are __________ and turnover is

__________ .

3. Personal variables include individual value systems and _________________ characteristics.


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12.4 Conflict Management Approaches

There are two types of conflict management approaches:

Direct

Indirect

Direct conflict management approaches

There are five approaches to direct conflict management. They are based on the relative emphasis

on cooperativeness and assertiveness in the relationship between the conflicting parties. They are as

follows:

Avoidance it is an extreme form of inattention everyone simply pretends that the conflict does not

really exist and hopes that it will go away.

Accommodation involves playing down differences among the conflicting parties and highlighting

similarities and areas of agreement. This peaceful coexistence ignores the real essence of a given

conflict and often creates frustration and resentment.

Compromise - it occurs when each party gives up something of value to the other. As a result of no

one getting its full desires, the antecedent conditions for future conflicts are established.

Competition here a victory is achieved through force, superior skill, or domination by one party. It

may also occur as a result ofauthoritative command, whereby a formal authority simply dictates a

solution and specifies what is gained and what is lost by whom. This is a case of winlose situation

and as a result, future conflicts over the same issues are likely to occur.

Collaboration it involves a recognition by all conflicting parties that something is wrong and needs

attention. It stresses gathering and evaluating information in solving disputes and making choices.

Indirect conflict management approaches


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Indirect conflict management approaches include reduced interdependence, appeals to common

goals, hierarchical referral, and alterations in the use of mythology and scripts (Schermerhorn et al

2002).

Reduced Interdependence When work-flow conflicts exist, managers can adjust the level of

interdependency among units or individuals (Walton & Dutton, 1969). To reduce the conflict, contact

between conflicting parties may be reduced. The conflicting units can then be separated from one

another, and each can be provided separate access to resources. Buffering is another technique to

build an inventory, or buffer, between the two groups so that any output slowdown or excess is

absorbed by the inventory and does not directly pressure the target group.

Appeals to Common Goals An appeal to common goals can focus on the mutual interdependence of

the conflicting parties to achieve the common goal of an organization.

Hierarchical Referral Here conflicts are reported to the senior levels to reconcile and solve.

Self-Assessment Questions 3

1. There are ___________ direct approaches to conflict management.

2. ____________occurs when each party gives up something of value to the other.

3. ___________________ is a process where conflicts are reported to the senior levels to reconcile

and solve.

12.5 Negotiation

Negotiation is a process in which two or more parties exchange goods or services and attempt to

agree upon the exchange rate for them (Robbins, 2008). There are two general approaches to

negotiation: distributive bargaining and integrative bargaining.

Distributive bargaining


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When engaged in distributive bargaining, ones tactics focus on trying to get ones opponent to agree

to ones specific target point or to get as close to it as possible. Hard distributive negotiation takes

place when each party holds out to get its own way. The hard approach may lead to a winlose

outcome in which one party dominates and gains. Soft distributive negotiation, takes place when

one party is willing to make concessions to the other to get things over with. A soft approach leads to

accommodation in which one party gives in to the other, or to compromise in which each party gives

up something of value in order to reach agreement.

Integrative bargaining

This strategy is adopted to create a win-win solution. Integrative bargaining builds long-term

relationships and facilitates collaborative work. Following conditions are necessary for this type of

negotiation to succeed (Robbins, 2003):

Parties who are open with information and candid about their concerns

A sensitivity by both parties to the others needs

The ability to trust one another

A willingness by both parties to maintain flexibility

The Negotiation Process

A model of the negotiation process is as follows:

Preparation and planning:

At this stage, homework needs to be done in regard to the nature, history, concerned parties of

the conflict. Based on the information, a strategy is developed. Both the parties Best Alternative

To a Negotiated Agreement (BATNA)needs to be determined. BATNA determines the lowest

value acceptable to you for a negotiated agreement for both the parties.

Definition of ground rules:

At the stage, the venue, the negotiators, time will be decided.


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Clarification and justification:

When initial positions have been exchanged, the origal demands of both the parties sneed to be

explained and justified. Proper documentation is required at this stage to support each of the

parties position.

Bargaining and problem solving:

The essence of the negotiation process is the actual give and take in trying to hash out an

agreement. Concessions will undoubtedly need to be made by both parties.

Closure and implementation:

This is the final step, where the agreement is formalized and procedures to implement the

agreement will be developed.

Issues in Negotiation

Some of the most important issues have been discussed below.

1. The role of personality traits in negotiation - Overall assessments of the personality-negotiation

relationship finds that personality traits have no significant direct effect on either the bargaining

process or negotiation outcomes (Wall & Blum, 1991).

2. Gender differences in negotiations - Men and women do not negotiate differently. A popular

stereotype is that women are more cooperative, pleasant, and relationship-oriented in negotiations

than are men. The evidence does not support this. The belief that women are nicer is probably due

to confusing gender and the lack of power typically held by women. (Stuhlmacher & Walters, 1999).

3. Cultural differences in negotiations - Negotiating styles clearly vary across national cultures

(Adler, 2002). The cultural context of the negotiation significantly influences the amount and type of

preparation for bargaining, the emphasis on task versus interpersonal relationships, the tactics used,

etc.


1. There are __________ general approaches to negotiation

2. __________ bargaining strategy is adopted to create a win-win solution


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3. personality traits have no significant ________ effect on the bargaining process or negotiation

outcomes

12.6 Summary

Conflict occurs whenever disagreements exist in a social situation over issues (work related or

personal). Conflict is a process that begins when one party perceives that another party has

negatively affected, or is about to negatively affect, something that the first party cares about

(Thomas, 1992). Conflict can be either constructive or destructive. Constructive conflict prevents

stagnation, stimulates creativity, allows tensions to be released. However, excessive levels of conflict

can hinder the effectiveness of a group or an organization, lessens satisfaction of group members,

increases absence and turnover rates, and, lowers productivity. Functional, constructive forms of

conflict support the goals of the group and improve its performance. Conflicts that hinder group

performance are dysfunctional or destructive forms of conflict. Task conflict relates to the content and

goals of the work. Low-to-moderate levels of task conflict are functional and consistently demonstrate

a positive effect on group performance because it stimulates discussion, improving group

performance. Relationship conflict focuses on interpersonal relationships. These conflicts are almost

always dysfunctional and the friction and interpersonal hostilities inherent in relationship conflicts

increase personality clashes and decrease mutual understanding. People at work may encounter

conflict at the intrapersonal level (conflict within the individual), the interpersonal level (individual to-

individual conflict), the inter-group level, or the inter-organizational level. Negotiation is a process in

which two or more parties exchange goods or services and attempt to agree upon the exchange rate

for them (Robbins, 2008). There are two general approaches to negotiation: distributive bargaining

and integrative bargaining.

Terminal questions

1. Briefly explain the different views about conflict.

2. What are the levels of conflict that people may experience at the workplace?

3. Explain the process of conflict management.

4. Explain the difference between distributive and integrative bargaining.


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Answer to Self Assessment Questions


1. Disagreements

2. Inter-actionist

3. Task

4. Three

5. Avoidanceavoidance

6. Inter-group


1. Noise

2. Younger, high

3. Personality


1. Five

2. Compromise

3. Hierarchical Referral


1. Two

2. Integrative

3. Direct

Answers to Terminal Questions

1. Refer section 12.1




management process & organization behavior notes 12

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