Goals and Conflict Management Goal Setting Model: Assigned goals Self-efficacy expectations Personal goals Performance

What causes conflict between groups? Work Interdependence Pooled Interdependence No interaction among groups Each group performs separately Sequential Interdependence One group must complete its task before another group can complete its task. Reciprocal Interdependence Requires the output of each group to serve as input to other groups in the organization.

What causes conflict between groups? Goal Differences Mutually Exclusive Goals Limited Resources Mutual dependencies increase and any differences in goals become apparent. Different Time Schedules. Perceptual Differences Inaccurate Perceptions Often cause one group to develop stereotypes about other groups.

Consequences of Group Conflict Within Groups -Decreased cohesiveness - De-emphasis on loyalty - Decrease in level of autocracy - Loss of focus on Activity Between Groups - Distorted Perceptions - Negative Stereotyping - Decreased Communication

Stages of Conflicts 1.) Perceived Conflict Perceived conflict exists Cognitive awareness of at least one party that events have occurred (or) Favorable conditions exist to creating overt conflict

Stages of Conflicts 2.) Felt Conflict Emotional involvement. “Sensed” anxiety, and/or hostility. 3.) Manifest Conflict Actively engagement in conflict behavior Typically apparent to 3’rd parties.

Positive/negative Group Roles Positive Roles Inquirer Contributor Elaborator Reviewer Evaluator Energizer Negative Roles Dominator Blocker Cynic Security seeker Lobbyist Pontificator

Conflict Management Guidelines Pick your battles: Be selective of your conflicts Ask yourself: is this necessary? Evaluate the participants in a conflict Bullies? Passive/aggressive? Typically neutral? Assess the source of the conflict What is behind this? Know your conflict-management options & select the best one

Conflict-Management Strategies Avoidance Accommodation Compromise Collaboration Competitiveness

Negotiations: Definition: A process in which 2 or more parties attempt to reach acceptable agreement in a situation that has some level of disagreement.

Suggestions for Negotiation Separate the people from the problem Focus on what people really mean Rather than what they say Invent options for mutual gain “Win-Wins” Use objective criteria Sleep on it Not all decisions have to be made instantaneously

Negotiation Separate the people from the problem Focus on what people really mean Invent options for mutual gain Use objective criteria Strategies for Third-Party Interventions Mediation Process consultation Organizational changes

How to Encourage Employees to Accept Goals Provide support for goal completion Encourage employees to participate in each step of the goal-setting process Pay attention to each employee’s capabilities when setting goals for or with employees Reward those who complete their goals

Causes of Conflict Within Organizations Competition for resources Task interdependence Jurisdictional ambiguity Status struggles Communication barriers Differences in values and beliefs

Stages in Team Development Forming Storming Norming Performing Transforming

Managing Intergroup Conflict Bringing in outside individuals into the group Altering the group’s Structure Techniques to promote functional consequences. Promoting a Constructive Climate Influencing the Balance of Power Confronting the situation Stimulating Competition

Third-Party Interventions Mediation Acts as a facilitator Uses reasoning, suggestion, and persuasion. Arbitration Third party has the power (authority) to impose an agreement. Conciliation Third party is someone who is trusted by both sides Serves primarily as a communication link between disagreeing parties.

The Goal Setting Process First: Do your homework! Establish challenging but attainable goals Clearly specify the objective of the goal to be completed Establish a plan of action Set priorities if there are multiple goals Determine coordination/support Specify the deadline or window Reviews: Determine in-process reviews Specify how the employee’s performance will be measured Coordinate reviews with incentives

Employees Must Buy-In to the Process Provide support for goal completion Encourage employees to participate in each step of the goal-setting process Incentives: Reward those who complete their goals