conflict management elab6814
TRANSCRIPT
OVERVIEW
Models of Conflict
Concept Clarification
Causes and Consequence
s
Conflict Solutions
MONTOELI GLADYS NTSOAKI
2009146214
Lecture: DR Cobus
Pienaar
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Concept Definition
and Clarification
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Definitions
Past and Present Views of Conflict
Levels of Conflict
“As managers we spend about 21% of our time dealing with conflict.”
• Conflict is an inevitable part of our lives• Conflict management skills predict
managerial success and interpersonal effectiveness
Importance of Conflict Management SkillsImportance of Conflict Management Skills
Conflict DefinedConflict Defined
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 (Robbins & Judge, 2013)
– That point in an ongoing activity when an interaction “crosses over” to become an interparty conflict
Encompasses a wide range of conflicts that people experience in organizations– Incompatibility of goals– Differences over interpretations of facts– Disagreements based on behavioral expectations
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Conflict DefinedConflict Defined Organizational Conflict
• The discord that arises when goals, interests or values of different individuals or groups are incompatible and those people block or thwart each other’s efforts to achieve their objectives. Jones and George (2013)
Four Critical Elements• “Conflict is a felt struggle between two or more
interdependent individuals over perceived incompatible differences in beliefs, values, and goals, or over differences in desires for esteem, control, and connectedness” Wilmot and Hocker (201)
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Conflict DefinedConflict Defined
All definitions agree that conflict needs to be recognised by at least two parties before it exists.
Common to most definitions is the idea that conflict is a perception and key ingredients for the conflict process are opposition or incompatibility or differences and some form of interaction.
However, differences alone do not create conflict. It is the expression of those differences in the way people behave with each other that results in conflict. Thus, another core aspect of conflict is the concept of interdependence.
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Past and Present Perspectives of ConflictPast and Present Perspectives of Conflict
Traditional View of Conflict
– The belief that all conflict is harmful and must be avoided
– Prevalent view in the 1930s-1940s
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Conflict resulted from:
– Poor communication
– Lack of openness
– Failure to respond to employee needs
Past and Present Perspectives of ConflictPast and Present Perspectives of Conflict
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
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Past and Present Perspectives of ConflictPast and Present Perspectives of Conflict
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Interactionist View of Conflict– The belief that conflict is not only a positive
force in a group but that it is absolutely necessary for a group to perform effectively
– Constructive conflict occurs when people focus their discussion on the issue while showing respect for people with other points of view.
– Relationship conflict focuses on people, rather than the issues, as the source of conflict and is most of the time dysfunctional since it hinders group performance and doesn’t lead to any beneficial solution
Forms of Interactionist ConflictForms of Interactionist Conflict
Functional Conflict• Conflict that supports
the goals of the group and improves its performance
Dysfunctional Conflict• Conflict that hinders
group performance
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Types of Interactionist ConflictTypes of Interactionist Conflict
Task Conflict– Conflicts over 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 over how work gets done– Low levels of this type are FUNCTIONAL
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Summary – Definitions and ClarificationSummary – Definitions and Clarification Conflict arises when individuals are not able to choose among the available
alternative courses of action. Conflict between two individuals implies that they have conflicting perceptions,
values, attitudes and goals. Conflict is a dynamic process as it indicates a series of events. Each conflict is made
of a series of interlocking conflict episodes. Conflict must be perceived by the parties. If no one is aware of the conflict, then it
is generally agreed that no conflict exists. Conflict is a natural and inevitable outcome in any group and that need not to be an
evil, but rather, with the potential to be a positive force in determining group performance.
Conflict can be a positive force in a group and that is also absolutely necessary for a group to perform effectively.
Optimal organisational performance requires a moderate level of conflict. The task of management is to manage the level of conflict and its resolution for
optimal organisational performance. Conflict between groups is inevitable in the workplace. This conflict may be positive
or negative, depending on its impact on the organisation’s goal achievement.
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Personal Factors• Skills and abilities• Personalities• Perceptions• Values and ethics• Emotions• Communication barriers• Cultural differences
Structural Factors• Specialization• Interdependence• Common resources• Goal differences• Authority
relationships• Status inconsistencies• Jurisdictional
ambiguities
CONFLICT!
Causes of Conflict Causes of Conflict
The Consequences of Dysfunctional Intergroup ConflictThe Consequences of Dysfunctional Intergroup Conflict
Changes within Groups
• Increased Group Cohesiveness
• Emphasis on Loyalty• Rise in Autocratic
Leadership• Focus on Activity
• Distorted Perceptions• Negative Stereotyping• Decreased Communication
Changes between Groups
Stage I: Potential Opposition or IncompatibilityStage 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 PersonalizationStage 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, or hostility
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Stage III: IntentionsStage 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 party’sconcerns
– Assertiveness• Attempting to satisfy
one’s own concerns
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Styles to Handle Conflict
Cooperativeness
Assertiveness
Low High
High
CompetingAvoiding
Compromising
Accommodating Collaborating
Stage IV: BehaviorStage 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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Stage V: OutcomesStage V: Outcomes Functional
– 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
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Dysfunctional– Development of discontent
– Reduced group effectiveness
– Retarded communication
– Reduced group cohesiveness
– Infighting among group members overcomes group goals
Creating Functional Conflict– Reward dissent and punish
conflict avoiders
Pondy’s Model of Organizational ConflictPondy’s Model of Organizational Conflict
Stage 1: Latent Conflict
Stage 2: Perceived Conflict
Stage 3: Felt Conflict
Stage 4: Manifest Conflict
Stage 5: Conflict Aftermath
Conflict SolutionsConflict Solutions
Conflict management involves designing effective strategies to minimise the dysfunctions of conflict and enhancing the constructive functions of conflict.
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Conflict resolution implies reduction, elimination, or termination of conflict. Negotiating, bargaining, mediation, and arbitration fall into the conflict resolution category.
“what we need for contemporary organisations is conflict
management and not conflict resolution” Golembiewski (2000)
Managing ConflictManaging Conflict
Organizational conflict can escalate rapidly and sour an organization’s culture
– Managing conflict is an important priority Organizations must balance the need to have some
“good” conflict without letting it escalate into “bad” conflict
Choice of conflict resolution method depends on the source of the problem
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Conflict Solutions –Functional ConflictConflict Solutions –Functional Conflict
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– Problem solving– Superordinate goals– Expansion of resources– Avoidance– Smoothing– Compromise– Authoritative command– Altering the human
variable– Altering the structural
variables– Communication
– Bringing in outsiders– Restructuring the
organization– Appointing a devil’s
advocate
Stimulating Functional ConflictStimulating Functional ConflictA Devil’s Advocate Decision Program The Dialectic Decision Method
1A proposed course of action
is generated.
1A proposed course of action
is generated.
2A devil’s advocate (individual
of group) is assigned tocriticize the proposal.
2Assumptions underlying the
proposal are identified.
3The critique is presentedto key decision makers.
3A conflicting counter-
proposal is generated basedon different assumptions.
Stimulating Functional Conflict (continued)Stimulating Functional Conflict (continued)
A Devil’s Advocate Decision Program The Dialectic Decision Method
6The decision is monitored.
6The decision is monitored.
4Any additional information
relevant to the issues isgathered.
4Advocates of each position present
and debate the merits of theirproposals before key decision makers.
5The decision to adopt, modify, or discontinue the proposed
course of action is taken.
5The decision to adopt either
position, or some other position,e.g., a compromise, is taken.
Using Third-Party NegotiationsUsing Third-Party Negotiations
Mediation• Allowing a neutral third party to act as a facilitator
through the application of reasoning, suggestion, and persuasion.
Arbitration• Is where the third party has the
power (authority) to impose an agreement.
Conciliation• Occurs where the third party is someone who is trusted by
both sides and services primarily as a communication link between the disagreeing parties.
NegotiationNegotiation
Negotiations may be viewed as a process in which two or more parties
attempt to reach acceptable agreement in a situation characterized
by some level of disagreement.
Approaches to NegotiationApproaches to Negotiation
Integrative Bargaining
Negotiation that seeks one or more settlements that can create a win-win solution
Distributive Bargaining
Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation
Distributive versus Integrative BargainingDistributive versus Integrative Bargaining
Bargaining Characteristic
Distributive Bargaining Integrative Bargaining
Goal Get all the pie you can Expand the pie
Motivation Win-Lose Win-Win
Focus Positions Interests
Information Sharing Low High
Duration of Relationships Short-Term Long-Term
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MineYours MineYour
sDistributive
Integrative
Summary and Managerial ImplicationsSummary and Managerial Implications Conflict can be
constructive or destructive
Reduce excessive conflict by using:– Competition– Collaboration– Avoidance– Accommodation– Compromise
Integrative negotiation is a better long-term method
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