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TRANSCRIPT
ORGANIZATIONAL BEHAVIOR -‘CONFLICTS’
© 2003 Prentice Hall Inc. All rights reserved. 14–2
Points to be covered:
1. Definition of conflict.2. Differentiate between the traditional, human
relations, and interactionist views of conflict.3. Understanding types of conflicts.4. Outline the conflict process.5. Describe the five conflict-handling intentions.
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How do you view a Conflict?
Causes:• Poor communication• Lack of openness• Failure to respond to
employee needs
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Transitions in Conflict Thought (cont’d)
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Functional versus Dysfunctional Conflict
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Types of Conflict
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The Conflict Process
E X H I B I T 14-1
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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 (close or participative)– Reward systems (win-lose)– Dependence/interdependence of groups
Personal Variables– Differing individual value systems– Personality types
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Stage II: Cognition and Personalization
Positive FeelingsPositive FeelingsNegative EmotionsNegative Emotions
Conflict DefinitionConflict Definition
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Stage III: Intentions
Cooperativeness:• Attempting to satisfy
the other party’s concerns.
Assertiveness:• Attempting to satisfy
one’s own concerns.
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Stage III: Intentions (cont’d)
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Stage III: Intentions (cont’d)
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Dimensions of Conflict-Handling Intentions
E X H I B I T 14-2
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Stage IV: Behavior
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Stage IV: Conflict Resolution Techniques
• Problem solving• Superordinate goals• Expansion of resources• Avoidance• Smoothing• Compromise• Authoritative command• Altering the human variable• Altering the structural variables
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Stage IV: Conflict Stimulation Techniques
• Communication• Bringing in outsiders• Restructuring the organization• Appointing a devil’s advocate
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Conflict-Intensity Continuum
E X H I B I T 14-3
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Stage V: Outcomes
Functional Outcomes from Conflict– Increased group performance– Improved quality of decisions– Stimulation of creativity and innovation– Encouragement of interest and curiosity– Provision of a medium for problem-solving– Creation of an environment for self-evaluation
and change Creating Functional Conflict
– Reward dissent and punish conflict avoiders
© 2003 Prentice Hall Inc. All rights reserved. 14–19
Stage V: Outcomes (cont’d)
Dysfunctional Outcomes from Conflict– Development of discontent– Reduced group effectiveness– Retarded communication– Reduced group cohesiveness– Infighting among group members overcomes
group goals
© 2003 Prentice Hall Inc. All rights reserved. 14–20
E X H I B I T
Conflict and Unit Performance
14-9a
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Conflict and Unit Performance (cont’d) E X H I B I T 14-9b