Handling Conflict and Stress CHAPTER 16 Handling Conflict and Stress

What is Conflict? Conflict is a condition that results when one party feels that some concern of that party has been frustrated or is about to be frustrated by a second party Conflict generally passes through several stages: Latent conflict: conditions exist but have not been recognized Perceived conflict: basic conditions are recognized by one or both parties Felt conflict: tensions build but the conflict is still not in the open Manifest conflict: existence of the conflict becomes obvious to parties not involved Conflict aftermath: conflict is stopped by some method and new conditions are established

Positive and Negative Aspects of Conflict Managers spend at least 20% of their time dealing with conflict Negative aspects of conflict are generally obvious: It diverts time, energy, and money away from the organization’s goals The situation can turn into continuous conflict It may cause employees to leave It can adversely affect the health of the involved parties It can lead to sabotage, stealing, lying, distortion of information

Positive and Negative Aspects of Conflict When properly managed, conflict can have very useful benefits 1. It usually causes changes 2. It activates people 3. It is a form of communication 4. It can be healthy in that it relieves pent-up emotions and feelings 5. It can be educational in that the participants often learn about themselves and the other people involved 6. The aftermath of conflict can be a stronger and better work environment

Types of Conflict in Organizations Intrapersonal conflict: this conflict is internal to the individual. It can exist when barriers exist between an individual’s drives and the achievement of their goals a. Frustration occurs when people feel that something is stopping them from achieving their goals b. Goal conflict occurs when an individual has a goal with both positive and negative aspects or has conflicting goals c. Supervisors can help only if they know when and why the conflict is occurring

Types of Conflict in Organizations Interpersonal conflict: this conflict is between two supervisors, between two of a supervisor’s employees, between the supervisor and the boss, or between the supervisor and a subordinate. It can have various sources: Opposing personalities Prejudices Jealousy and envy

Types of Conflict in Organizations Structural conflict: this conflict results from the nature of the organization structure and the outlook of the various departments, independent of the personalities involved Differing goals Mutual dependence of departments Unequal dependence of departments Role dissatisfaction Ambiguities Competition Dependence on common barriers Communication barriers

Types of Conflict in Organizations Political conflict: unlike the previous types of conflict, this is usually planned It results from the promotion of self-interest on the part of an individual or group It is often encouraged by the reward structure of many organizations It can have positive results if properly managed, but more often becomes unfair and severely negative

Managing Conflict Intrapersonal conflict: 1. It is difficult for the supervisor to analyze 2. The supervisor should normally refer the employee to the company’s employee assistance program for advice 3. If the employee’s work is being affected, the supervisor must take some action

Managing Conflict Strategies for dealing with interpersonal conflict: Compromise: effective when it benefits both parties Smoothing over the conflict: pretending it does not exist rarely leads to long-term solutions Withdrawing: does not address the underlying cause and usually provides the basis for future conflict Forcing the conflict to a solution: found to be the least effective method and it can sow seeds for future conflict Confrontation: proven to be the most effective and lasting method for resolving conflict

Conflict and Diversity Organizational Diplomacy Proactive Reactive

Managing Stress Stress is an arousal of mind and body in response to real or perceived demands or threats. Types of job related stress: Task stress Role stress Human environmental stress Physical environmental stress Social stress Burnout—Burnout can be formally defined as a state of physical, emotional, and mental exhaustion by long-term involvement in situations that are emotionally demanding. It occurs when an employee loses interest in and motivation for doing the job.

Managing Stress Workaholism is working to the exclusion of everything else in one’s life Organizational guidelines for managing stress Shortening hours of direct contact with customers Granting special leaves (sabbatical programs) Introducing early retirement programs Installing on-site exercise facilities Actively involving employees in decision making Fulfilling the realistic expectations of employees Clearly defining employee jobs Introducing changes drastically

Managing Stress Personal guidelines for managing stress Pay attention to the physical needs of exercise, diet, and rest Do not create artificial deadlines Pace yourself Inject a change into your routine Periodically perform an emotional audit Share persistent problems with others Learn to relax away from the job Get away for lunch Drink lots of water Utilize your mental and spiritual resources

Managing Stress The Family and Medical Leave Act of 1993 Purpose is to reduce stress among employees who are experiencing certain changes in their lives applies to employers of 50 or more employees for 20 or more workweeks Grants up to 12 weeks of unpaid leave for the birth, adoption, or foster placement of a child; the care of a seriously ill child or parent; or a serious personal illness that prevents an employee from performing their job