ORGANIZATIONAL CONFLICT

12

Organizational Conflict

The struggle that arises when the goaldirected behavior of one person or group blocks the goal-directed behavior of another person or group. Is a form of competition between perceived or actual incompatible needs, goals, desires, ideas, or resources (collectively called interests, the

desired state)

WHAT IS CONFLICT
Conflict is a natural disagreement resulting from individuals or groups that differ in attitudes, beliefs, values or needs. It can also originate from past rivalries and personality differences. Other causes of conflict include trying to negotiate before the timing is right or before needed information is available.

Causes of Conflict

Personal Differences Informational Deficiency Role Incompatibility Environmental Stress Scarcity Uncertainty Incompatible personalities or value systems. Interdepartmental/intergroup competition. Interdependent tasks. Organizational complexity.

13

Insert Figure 18.4 here

Conflict at many Levels

National Culture Organization Group Individual

Effects of Conflict
Job Satisfaction Turnover Absenteeism Health Issues Cost Job Performance

 Functional conflict contributes to the achievement of the goals of the group or the organization. Functional conflict should be nurtured, if not encouraged. serves the organizations interests. Dysfunctional conflict impedes the organization from accomplishing its goals. Dysfunctional conflict should be reduced or removed. Threatens the organizations interests.

Functional and Dysfunctional Conflict

The Nature of Conflict May Change

Conflict that is functional in one group or organization may be dysfunctional in another group or organization. Or the nature of the conflict requirements of a group or organization may change with time.

15

Insert Figure 18.5 here

10

16

Latent conflict: There is no actual conflict; however, the potential for conflict to arise is present because of the sources of conflict previously identified. Perceived conflict: Each party searches for the origins of the conflict, defines why the conflict is emerging, analyzes the events that led to its occurrence, and constructs a scenario that accounts for the problems it is experiencing with other parties. Felt conflict: The parties in conflict develop negative feelings about each other. Manifest conflict: One party decides how to react to or deal with the party that it sees as the source of the conflict, and both parties try to hurt each other and thwart each others goals. Conflict aftermath: Every conflict episode leaves a conflict aftermath that affects the way both parties perceive and respond to a future conflict episode.

Pondys Stages

11

Philosophies of Conflict Mgmt.

Traditional Philosophy:
Prevailed in 1930s and 1940s All conflicts are negative and potentially destructive for the organization. Conflict should be eliminated. Dysfunctional outcome resulting from poor communication, a lack of openness and trust between people and the failure of managers to be responsive to the needs and aspirations of employees.

Philosophies of Conflict Management (cont.)

Human Relations Philosophy :
Late 1940s through mid-1970s Conflict is inevitable in organizations and should be accepted as a part of organizational life. A natural occurrence in all groups and

organizations. May benefit a groups performance.

Philosophies of Conflict Management (cont.)

Interactionist Philosophy :

Conflict is essential to the survival of the organization. Conflict should not only be accepted but encouraged in organizations. Effective conflict management includes both stimulation and reduction of conflict. Conflict management is a major responsibility of the manager.

18

Conflict Management Techniques

Individual-level techniques Bringing in outside help to give advice and counsel Providing education and sensitivity training Moving people around Group-level techniques Physically separating work groups Revising rules and standard operating procedures Providing common goals Employing negotiation

Organizational-level techniques Modifying differentiation and integration Employing integrating mechanisms Creating a common vision
15

CONFLICT MANAGEMENT STRATEGIES

COLLABORATION COMPETITION COMPROMISE ACCOMODATION AVOIDANCE

16

17

Insert Figure 18.6 here

17

 Collaboration - This strategy is generally used when concerns for others are important. It is also generally the best strategy when society's interest is at stake. This approach helps build commitment and reduce bad feelings. Compromise - This strategy results from a high concern for your group's own interests along with a moderate concern for the interests of other partners

 Competition -This strategy includes most attempts at bargaining. It is generally used when basic rights are at stake or to set a precedent. Avoidance - -This strategy is generally used when the issue is trivial or other issues are more pressing. It is also used when confrontation has a high potential for damage or more information is needed.

 Accommodation - This strategy is generally used when the issue is more important to others than to you. It is a "goodwill gesture." It is also appropriate when you recognize that you are wrong.

19

Negotiation
Negotiation is a process in which groups with conflicting interests meet together to make offers, counteroffers, and concessions to each other in an effort to resolve their differences. Third-party negotiator is an outsider skilled in handling bargaining and negotiation.
Mediator - a neutral third party who tries to help parties in conflict reconcile their differences. Arbiter - a third party who has the authority to impose a solution to a dispute.

21

Negotiating
Negotiation: A give-and-take decision-making process
involving interdependent parties with different preferences.

Distributive negotiation: Single issue; fixed-pie; win-lose.

Integrative negotiation: More than one issue; win-win.

An Integrative Approach: Added-Value Negotiation

Clarify interests. Identify options. Design alternative deal packages. Select a deal. Perfect the deal.

Alternative Dispute Resolution (ADR) Techniques

Facilitation: Third party gets disputants to deal directly and
constructively with each other. between disputants.

Conciliation: Neutral third party acts as communication link

Peer review: Impartial co-workers hear both sides and render
decision that may or may not be binding.

Ombudsman: Respected and trusted member of the

organization hears grievances confidentially. own solution.

Mediation: Trained third-party guides disputants toward their

Arbitration: Neutral third-party hears both sides in a court-like

setting and renders a binding decision.

20

Advice to Managers
Recognize that conflict is an enduring part of organizational behavior, and develop the skills to be able to analyze and manage it. When conflict occurs, try to identify its source and move quickly to intervene to find a solution before the problem escalates. Whenever you make an important change to role and task relationships, always consider whether the change will create conflict. Recognize that good organizational design can prevent conflict from emerging. Recognize that the appropriateness of a conflict management strategy depends on the source of the conflict.

25

Desired Outcomes of Conflict

Agreement: Strive for equitable and fair agreements that
last.

Stronger relationships: Build bridges of goodwill and

trust for the future.

Learning: Greater self-awareness and creative problem

solving.

27

Behavior

How to Build Cross-Cultural Relationships and minimize Conflict

Rank
1 2 2 3 4 5 6 7 8

Be a good listener Be sensitive to the needs of others Be cooperative, rather than overly competitive Advocate inclusive (participative) leadership Compromise rather than dominate Build rapport through conversations Be compassionate and understanding Avoid conflict by emphasizing harmony Nurture others (develop and mentor)

Tie

28

Styles of Conflict Management

Approach Objective Your Posture Supporting Rationale Likely Outcome Forcing Get your way. I know whats right. Dont question my judgment or authority. It is better to risk causing a few hard feelings than to abandon a position you are committed to. You feel vindicated, but other party feels defeated and possibly humiliated.

Avoiding

Avoid having to deal with conflict.

Im neutral on that issue. Let me think about it.

Disagreements are inherently bad because they create tension.

Interpersonal problems dont get resolved, causing long-term frustration manifested in a variety of ways.
Other person is likely to take advantage of you.

Accommodating

Dont upset the other person.

How can I help you feel good about this encounter? My position isnt so important that it is worth risking bad feelings between us.

Maintaining harmonious relationships should be our top priority.

Styles of Conflict Management

Approach Objective Your Posture Supporting Rationale Likely Outcome Participants become conditioned to seek an expedient, rather than effective solution. Participants find an effective solution. Compromising Reach an agreement quickly. Lets search for a mutually agreeable solution. Prolonged conflicts distract people from their work and engender bitter feelings.

Collaborating

Solve the problem together.

This is my position. What is yours? Im committed to finding the best possible solution.

The positions of both parties are equally important (though not necessarily equally valid). Equality emphasis should be placed on the quality of the outcome and the fairness of the decision-making.

Tips for Managers Whose Employees Are Having a Personality Conflict

1. Follow company policies for diversity, antidiscrimination, and sexual harassment. 2. Investigate and document conflict. 3. If appropriate, take corrective action (e.g., feedback or B Mod). 4. If necessary, attempt informal dispute resolution. 5. Refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions.

What is your Conflict-Handling Style?

How important are conflict-handling skills in the modern workplace? Explain.

Did this instrument do a reasonable good job of identifying your primary and backup conflict-handling styles? Explain.
Do you need to improve your conflict-handling skills? Explain. In your opinion, which conflict-handling style would tend to be most successful in todays workplace? Which is the least successful? What is your experience with managers who had dysfunctional conflict-handling styles? What was the impact on work motivation and job satisfaction?

Conflict Resolution
Confrontation and Problem-Solving Constructive Handling of Criticism Image Exchanging (creating empathy) Cognitive Restructuring Negotiating and Bargaining

Sources of Interpersonal Conflict

Competition for Limited Resources Role Conflict Competing Work and Family Demands Building Stone Walls Personality Clashes Aggressive Personalities Including Bullies