4-1

Conflict

Lecture-14 2

Organizational Behaviour

3

Conflict DefinedConflict Defined

Psychological and behavioral reaction to a perception that another person is– Keeping you from reaching a goal– Taking away your right to behave in a certain way– Violating the expectancies of a relationship.– Key goal to conflict is Perception and / or

misperception.

Types of Conflict– Functional– Dysfunctional

4

Consequences of Dysfunctional ConflictConsequences of Dysfunctional Conflict

Decreased productivityLow moraleAbsenteeismStressTurnoverLaw suitsViolence

5

Causes of ConflictCauses of Conflict

Task interdependenceCompetition for resourcesJurisdictional ambiguity:

When geographical boundaries lines of authority are unclear.

Communication barriers– Physical

– Cultural

– Psychological

Personality

6

Types of Difficult PeopleTypes of Difficult People

Type Need Description

Tank Control Pushes, yells, intimidates

Sniper Control Uses sarcasm, criticizes

Know-it-all Control Dominates conversations

Whiner Perfection Constantly complains

No person Perfection Disagrees with everything

Nothing person Perfection Doesn’t do anything

Yes person Approval Agrees to everything

Maybe person Approval Won’t commit or make a decision

Grenade Attention Throws tantrums/anger

Friendly sniper Attention Uses jokes to pick on others

Think-they-know-it-all Attention Exaggerates, lies

7

Who has worked with a difficult person?And how handled that person?

8

Dealing with Difficult PeopleDealing with Difficult People

Direct Intervention– address behavior

– explain impact of behavior on others

Indirect Intervention– positive feedback when appropriate behavior is used

Direct Coping– separate difficult employee from others

Indirect Coping– provide training to others on dealing with difficult

personality

9

Conflict StylesConflict Styles

Avoiding style– Withdrawal

– Triangling

Accommodating styleForcing style:

Win-lose fashion, and does what it takes to win.

Collaborating style: Wants to win but also wants others to win. That is win-win

situation.

Compromising style: Give and take tactics

10

Conflict Response Styles The SageConflict Response Styles The Sage

Problem-solverWin/Win orientationCooperative problem solving Emphasis on preserving relationship and

meeting own goals as well as that of others

11

The DiplomatThe Diplomat

Goal-oriented

Compromising orientation- provide evidence

- persuasion

Emphases on

- relationship and each other’s goals

12

The OstrichThe Ostrich

Avoidance

Withdrawal orientation- quit

- complain to others

Over-emphasis is on preserving relationship

13

The PhilanthropistThe Philanthropist

Accommodating- smoothing and conciliation

High concern for satisfying needs of others

14

The WarriorThe Warrior

Win/Lose orientation- winning at all costs

Potential problem creator

Focus on own goals

Transitions in Conflict ThoughtTransitions in Conflict Thought

Traditional View of Conflict

– The belief that all conflict is harmful and must be avoided

– Prevalent view in the 1930s-1940s

Conflict resulted from:

– Poor communication

– Lack of openness

– Failure to respond to employee needs 15-15

Transitions in Conflict ThoughtTransitions in Conflict Thought 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 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

15-16

Forms of Interactionist ConflictForms of Interactionist Conflict

15-17

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

15-18

The Conflict ProcessThe Conflict Process

We will focus on each step in a moment…

15-19

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 15-20

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

15-21

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’s concerns– Assertiveness

• Attempting to satisfy one’s own concerns

15-22

Stage IV: BehaviorStage IV: Behavior

Conflict Management

– The use of resolution and stimulation techniques to achieve the desired level of conflict

Conflict-Intensity Continuum

15-23

Source: Based on S.P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 93–97; and F. Glasi, “The Process of Conflict Escalation and the Roles of Third Parties,” in G.B.J. Bomers and R. Peterson (eds.), Conflict Management and Industrial Relations (Boston: Kluwer-Nijhoff, 1982), pp. 119–40.

Conflict Resolution TechniquesConflict Resolution Techniques

– 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

15-24

Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89

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

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

15-25

Thanks to Allah

26