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Conflict in the Organization Chapter 9 (pp. 157-171

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Conflict in the Organization Chapter 9 (pp. 157-171) Overview Communication & Conflict Defining Conflict Origins Consequences Factors Influencing Conflict Conflict ... – PowerPoint PPT presentation

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Title: Conflict in the Organization Chapter 9 (pp. 157-171


1
Conflict in the Organization
  • Chapter 9
  • (pp. 157-171)

2
Overview
  • Communication Conflict
  • Defining Conflict
  • Origins
  • Consequences
  • Factors Influencing Conflict
  • Conflict Styles
  • Disputes and Negotiation
  • Conflict Management Resolution Skills

3
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)

4
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)

5
Conflict Defined
  • Interdependence
  • Perceived Incompatible Goals
  • Scarce Resources
  • Interference
  • Social Interaction
  • Central to Conflict
  • How conflict is identified and framed

6
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

7
Consequences of Conflict
  • Negative Consequences
  • Less Effective
  • Suboptimal Productivity
  • Inhibited Cognitive Functioning
  • Positive Consequences
  • Identify and Better Understand Issues
  • Clarify Issues
  • Creative Solutions

8
Factors Influencing Conflict
  • Content Related vs. Personal
  • Size of Conflict
  • Rigidity of the Issue
  • Power Differences
  • Individual Personalities, Traits, and
    Dispositions

9
Conflict Styles
  • Strategy Effectiveness
  • Adapt to the Situation
  • Be Fair and Objective
  • Appropriate and Effective Communication
  • Mutual Awareness
  • Open-minded Attitudes
  • Willingness to Ignore Power Issues
  • Problem-Solving Procedures

10
Characterizing Conflict Styles
  • 5 Basic Conflict Styles
  • Withdrawing (Avoiding)
  • Smoothing (Accomodating)
  • Forcing (Dominating Competing)
  • Confronting (Collaborating, Problem Solving,
    Integrating)
  • Compromising
  • Ethical Climate Determines Effectiveness of
    Conflict Style
  • Formal Procedures / Rules
  • McKinney, Kelly, and Duran (1997)
  • CMMS scale Ross DeWine (1988)
  • Concern for other, self, and issue
  • Nicotera (1994)

11
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
  • Superiors 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 rewards
  • between manager conflict styles and system rewards

13
Conflict Styles Research
  • Diversity 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

14
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 others
  • Authoritativeness - resources of social position
  • Observability 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

16
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 Diversity

20
Summary
  • Communication Conflict
  • Defining Conflict
  • Origins
  • Consequences
  • Factors Influencing Conflict
  • Conflict Styles
  • Disputes and Negotiation
  • Conflict Management Resolution Skills
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