conflict resolutions

8/3/2019 Conflict Resolutions

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CONFLICT RESOLUTIONS


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Conflict Conflict Defined

Is a process that begins when one party perceives thatanother party has negatively affected, or is about tonegatively affect, something that the first party caresabout.

Is that point in an ongoing activity when aninteraction crosses over to become an interpartyconflict.

Encompasses a wide range of conflicts that people experiencein organizations Incompatibility of goals

Differences over interpretations of facts

Disagreements based on behavioral expectations


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Transitions in Conflict Thought Traditional View of Conflict

The belief that all conflict is harmful and mustbe avoided.

Causes:

Poor communication

Lack of openness

Failure to respond toemployee needs


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Transitions in Conflict Thought (contd)

Human Relations View of Conflict

The belief that conflict is a natural andinevitable outcome in any group.

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.


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Functional versus Dysfunctional

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 Conflict Task Conflict

Conflicts over content and goals of the work.

Relationship Conflict

Conflict based on interpersonal relationships. Process Conflict

Conflict over how work gets done.


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Types of conflict

Substantive conflict.

A fundamental disagreement over ends or

goals to be pursued and the means for their

accomplishment.

Emotional conflict.

Interpersonal difficulties that arise over feelings

of anger, mistrust, dislike, fear, resentment, etc.


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Levels of conflict

Intrapersonal conflicts. Actual or perceived pressures from

incompatible goals or expectations.

Approach-approach conflict.

Avoidance-avoidance conflict.

Approach-avoidance conflict.


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Levels of conflict

Interpersonal conflict.

Occurs between two or more

individuals who are in opposition toone another.

Intergroup conflict.

Occurs among members of different

teams or groups.


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Levels of conflict

Interorganizational conflict.

Commonly refers to the competition

and rivalry that characterize firmsoperating in the same markets.

Encompasses disagreements thatexist between any two or more

organizations.


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The Conflict Process

S I P i l O i i


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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

Perceived ConflictAwareness by one or more parties of theexistence of conditions that create opportunitiesfor conflict to arise.

Felt ConflictEmotional involvement in a conflict creatinganxiety, tenseness, frustration, or hostility.

Conflict Definition

Positive FeelingsNegative Emotions


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Stage III: Intentions Intentions

Decisions to act in a given way.

Cooperativeness:

Attempting to satisfy the other partysconcerns.

Assertiveness:

Attempting to satisfy ones ownconcerns.

Di i f C fli t H dli


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Dimensions of Conflict-HandlingIntentions


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Conflict management

Lose-lose conflict.

Avoidance.

Everyone simply pretends that the conflict doesnot really exist and hopes that it will go away.

Accommodation or smoothing. Involves playing down differences among the

conflicting parties and highlighting similaritiesand areas of agreement.

Compromise. Each party gives up something of value, but

neither partys desires are fully satisfied


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Conflict management

Win-lose conflict.

Competition.

One party achieves a victory through the use offorce, superior skills, or domination.

Authoritative command.

Use of formal authority to dictate a solution andspecify who gains what and who loses what.


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Conflict management

Win-win conflict.

Collaboration or problem solving.

Recognition by all conflicting parties thatsomething is wrong and needs attention, and it

stresses gathering and evaluating information in

solving disputes and making choices.

Collaboration and problem solving are preferred

to gain true conflict resolution when time and

cost permit.


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Conflict management

Win-win solutions should:

Achieve each others goals.

Be acceptable to both parties.

Establish a process whereby both parties see

a responsibility to be open and honest aboutfacts and feelings.


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Stage IV: Behavior Conflict Management

The use of resolution and stimulation techniquesto achieve the desired level of conflict.


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Conflict-Intensity Continuum


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Conflict Management Techniques

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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Conflict Management TechniquesConflict Resolution Techniques

Communication

Bringing in outsiders

Restructuring the organization

Appointing a devils advocate


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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 andchange

Creating Functional Conflict

Reward dissent and punish conflict avoiders.


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Stage V: Outcomes

Dysfunctional Outcomes from Conflict

Development of discontent

Reduced group effectiveness

Retarded communication Reduced group cohesiveness

Infighting among group members overcomes

group goals

conflict resolutions

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