psychodynamics & conflict

Understanding Conflict

"Diversity raises the intelligence of groups.”

Nancy Kline

Cognitive Dissonance

“A psychological discomfort or an aversive drive state that people are motivated to reduce, just as they are motivated to reduce hunger”

Heider (1946, 1958)

Everett Decision Systems, LLC


Empirical evidence that other’s attitudes are a source of cognitive inconsistency Shown that disliked/unrelated people are less

likely to come to a mutually beneficial agreement Process is less pleasant and results are not

stable



Increasing group pressure has been found to raise experience of discomfort within individuals of the group

Fear of confronting due to increasing dissonance

Will often agree to something they don’t really agree with (group think)

Threaten understanding of reality and normative regulation of self and social goals


Cognitive Dissonance & Organizational Conflict

Does lead to conflict “Deutsch’s Crude Law of Social Relations”

Cooperation induces and is induced by a perceived similarity in: Beliefs Attitudes Readiness to be helpful Openness in communication Sensitivity to common interests


Organizational Conflict

Competition induces: Tactics of coercion Threat Deception Attempts to enhance power differences Minimize awareness of similarities Poor communication Suspicious and hostile attitudes


Managing Organizational Conflict

“Conflict arises when two or more parties are interdependent and each party’s goals are more or less incompatible with the other party’s goals”


Power-Dependency Model

Conflict arises between two or more parties when they are linked in a power-dependency relationship Each wants something from the other that is

not easily attainable elsewhere “Something” is described as an outcome


Causes of conflict

Arises from: Personality or ideologies within the parties

Change parties or ideologies (psychotherapy) Roles and scarcity of resources

Change the environment

Wants Has

HasWants

POWER

POWER


Power-Dependency Model

Power is a function of dependence Dependence is a function of available

outcomes sources and value of outcome Power-dependent relationships parties

perceive an exchange of like or unlike outcomes will be mutually beneficial


Structural Causes of Conflict Task clarity Task complexity Task environment Time orientation Goal orientation


Individual Causes of Conflict

Psychological in nature Viewed through personal lens These views are often dependent on role and

prior experience Personal experience Role models and/or mentors/supervisors Perception of other’s need (wants) and their own

power (have)


Environmental Causes

“A” has what “B” needs due to: Location Expertise Agendas Capabilities Technologies


Methods of Conflict Management

Structural channeling Negotiation skills Strategy Tatics Sanctions Third-party Intervention


Structural Channeling

Brickman (1974) classifies as: Unstructured

No social restraints on either party Partially structured

Agreed upon structure exists for channeling Fully structured

Each party’s behavior is fully prescribed


Classic labor relations

Partially structured conflict model Parties BARGAIN over, but do not SETTLE their

conflicts (Brett, 1980)


Partial Structuring

Rely on organizational (personal) redesign to provide for integration

Examples are: Liaisons Task forces Team Integrating department Matrix designs


Negotiation

“Classic” theory is the bargainers act rationally Compare cost and benefits

Behavioral studies recognize that decision-making behavior are made under condition of in which meaning is subjective Decision makers have limited cognitive ability to

use full information objectively


Strategy

Most common approach is concession Concessions are behaviors that reduce the

difference between the difference between parties on an issue Attempts to influence concession behavior and or

perceptions of the other party Pattern of concessions is “bargaining”


Strategy

"The smartest strategy in war is the one that allows you to achieve your objectives without having to fight”

- Sun Tzu


Tatics

Tactics are attempts to influence the opponent’s perceptions via argument

Two types of tactics: Attempt to change the other party’s perception of

his/her own power Attempt to change the other party’s perception of

your own power


Sanctions

Studies have found that tactical reciprocity is particularly strong when factors are sanctions When one threatens sanctions, the other

responds in same As sanctions become reality concession behavior decreases


Minimizing Conflict

Develop a set of values that emphasizes:

Group loyalty Mutual trust Personal equality Cooperation


psychodynamics & conflict

Technology

everett decision

partys perception

parties

change

reduce

power

sanctions

tactics