Interpersonal Conflict

Slides:



Advertisements
Similar presentations
Criminal Justice Organizations: Administration and Management
Advertisements

INTERPERSONAL CONFLICT
Chapter 5 Teams.
Behavior Interventions: A System Approach Donna K. Milanovich, Ed.D. Randal A. Lutz Baldwin-Whitehall School District.
“Patience and perseverance have a magical effect before which difficulties disappear and obstacles vanish.” John Quincy Adams “There are no big problems,
Lesson 10: Managing Conflict
Chapter 6 Game Theory © 2006 Thomson Learning/South-Western.
Norlegions Country Of Norway Presents… Chapter 11 – Managing Conflict Tom Cutsforth Rick Brentano Kevin Swanigan Nicole Cecchini Andrew Weekly BA352.
Chapter Eleven Managing Conflict and Negotiating.
Certification Study Group
Managing Interpersonal Conflicts
Human Resource Management Lecture-36. Summary of Lecture-35.
Intrapersonal Conflict
MODULE 23 CONFLICT AND NEGOTIATION
Chapter 6 © 2006 Thomson Learning/South-Western Game Theory.
Conflict Management Design organizational conflict still fall within the realm of conflict resolution, reduction, or minimization organizational conflict.
1-1 Human Resource Management Gaining a Competitive Advantage Chapter 10 Employee Separation and Retention McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill.
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Chapter 12 Managing Conflict and Negotiating.
 2007 McGraw-Hill Ryerson Ltd Chapter 9 Conflict and Negotiation.
1 Learning Objectives Assess Sources of a Conflict. Modify Your Conflict Management Style Appropriately. Empathize with Positions of Others in Conflicts.
12 Entrepreneurship Managing New Ventures for Growth.
Chapter Two The Model of Strategic Communication.
Microsoft® PowerPoint Presentation to Accompany
PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business and Economics. All rights reserved. Chapter 9.
HRM 601 Organizational Behavior Session 10 Power and Conflict.
Ethical Decision Making and Ethical Leadership
Managing Conflict, Politics, and Negotiation
INTERPERSONAL SKILLS. 2 Interpersonal Skills/ Facilitation Skills listening questioning language & communication using feedback conflict handling.
Transactional Analysis – Eric Berne Personality Structure
Coaching and Performance Management
MGT-555 PERFORMANCE AND CAREER MANAGEMENT LECTURE NO
Part 4 E – 1 V3.0 THE IIA’S CIA LEARNING SYSTEM TM 1.Conflict resolution 2.Added-value negotiating Section Topics Part 4, Section E.
1 Conflict and Negotiation OS 386 Nov 7, 2002 Fisher.
10-1 Copyright © 2005 Prentice-Hall Chapter 10 Managing Conflict Management: A Skills Approach, 2/e by Phillip L. Hunsaker Copyright © 2005 Prentice-Hall.
© 2011 Delmar, Cengage Learning Part II Organizational Perspectives Chapter 5 Contemporary Organizational Theories and Management Systems.
© 2011 Cengage Learning. All rights reserved. Chapter 13 Conflict and Negotiation Learning Outcomes 1.Describe the nature of conflicts in organizations.
TEAM PRESSURES AND CHALLENGES MEETING THE CHALLENGES.
Managing Conflict and Negotiating
Component 16- Professionalism/Customer Service in the Health Environment Unit 7-Handling Conflict This material was developed by The University of Alabama.
Workplace Conflict Essential Questions: How does our childhood have an influence on workplace conflict? What steps can be taken to reduce workplace conflict?
Chapter 16 – Controlling the Organization
Conflict Management Design
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin.
Copyright c 2006 Oxford University Press 1 Chapter 9 Managing Conflict in Groups Defining conflict Two interdependent parties capable of invoking sanctions.
Chapter 18 POWER, POLITICS, AND CONFLICT. CHAPTER 18 Power, Politics, and Conflict Copyright © 2002 Prentice-Hall Power and Politics Power: The ability.
Dealing with Conflict chapter 12. Behaviors when dealing with a diversity of people: Passive Behavior Aggressive Behavior Passive-Aggressive Behavior.
INTERPERSONAL SKILLS. 2 Interpersonal Skills/ Facilitation Skills listening questioning language & communication using feedback conflict handling.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 12 1 CHAPTER 12 POWER, POLITICS, AND ETHICS.
Managing Conflict and Negotiation
CORPORATE MANAGEMENT in ACTION Sessions 3 & 4. Organizational System Factors: Soft & Hard CORPORATE MANAGEMENT IN ACTION - CMA 1.
Power, Politics and Organization Development
Intergroup Conflict By Syed Zulkifal MA(HR)- Bradford University UK.
Directing Definition of directing: Directing is the fourth element of the management process. It refers to a continuous task of making contacts with subordinates,
Looking Out/Looking In Thirteenth Edition 11 Interpersonal Conflicts CHAPTER TOPICS The Nature of Conflict Conflict Styles Conflict in Relational Systems.
Professionalism/Customer Service in the Health Environment Unit 7 Handling Conflict.
Group Conflict Group members: Oon Seok Khim Nik Fazlin Binti Abd.Rahim AS100235AS Khor Tzy ChiiZuraida Binti Ibrahim AS100207AS Fleming Kou.
1 How can we deal positively with conflict?  Conflict – A disagreement between people on: Substantive issues regarding goals, allocation of resources,
17-1 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin Organizational Conflict  The discord that arises when goals, interests.
Copyright © Houghton Mifflin Company. All rights reserved.5-1 Chapter 5 Ethical Decision Making and Ethical Leadership.
Looking Out/Looking In Thirteenth Edition 11 MANAGING INTERPERSONAL CONFLICTS CHAPTER TOPICS The Nature of Conflict Conflict Styles Conflict in Relational.
Crisis And Conflict Management Lecture 17 Lecture 17 Conflict Management.
7-1 Managing Conflict Chapter Conflict is Normal Lack of conflict may be a problem  Unhealthy agreement  Domineering leader  Routine Defensive.
Module 16 Conflict and Negotiation. Module 16 What should we know about dealing with conflict? How can we negotiate successfully?
Chapter 3: Improving Interpersonal Relationships.
Chapter 6 Dealing with Conflict.
Managing Conflict and Negotiation
SIMAD UNIVERSITY Keyd abdirahman salaad.
Prepared by: Miss Samah Ishtieh
MGT 210 CHAPTER 13: MANAGING TEAMS
6-1 Dealing with Conflict.
Presentation transcript:

Interpersonal Conflict Chapter 7 Interpersonal Conflict

Interpersonal Conflict Interpersonal conflict refers to the manifestation of incompatibility, disagreement, or difference between two or more interacting individuals.

The Prisoner’s Dilemma Cooperation is usually analyzed in game theory by means of a non-zero-sum game called the "Prisoner's Dilemma“. A frequently used example is the Prisoner’s Dilemma (PD) game. A scenario where cooperation and trust wins and blind pursuit of self-interest loses.

Example of Prisoner’s Dilemma Suppose two individuals, A and B, have been arrested on the suspicion that they have committed a serious crime. Although they are guilty, there is not enough evidence for conviction of the serious crime. The accused are separated and not allowed to communicate with each other. The district attorney wants them to confess to the crime that they have committed.

Payoff Matrix

Explanation of the Matrix If both A and B confess, they will be convicted of serious offense, but their sentence will be reduced from 10 to 6 years. If A does not confess, but B confesses, A will get a maximum sentence of 10 years, and B will get the minimum sentence of 4 years. If A confesses, but B does not confess, A will get a reduced sentence of 4 years, and B will get the maximum sentence of 10 years. If both A and B do not confess, they can be convicted only for the lesser offense and sentenced for 2 years.

A Model of Conflict

A Model of Conflict Antecedent conditions:- Sources of conflict namely process, demographics and structural. Behavioral Changes:- Conflict may affect the behavior of parties toward each other. Structure Formation:- As the conflict intensifies, the parties may restrict free communication and interaction.

Decision Process:- When decision cant be reached incase of win-lose conflict a mediator or arbitrator may be selected by the parties. In the case of superior–subordinate conflict, the decision is often made by the superior. In the case of conflict between two managers, the superior of the two parties is often called upon to make a decision to resolve the conflict. Conflict Aftermath:- Usually the resolution of conflict leaves a legacy which will affect the future relations of the parties and their attitudes toward each other. A problem-solving approach for the management of conflict may lead to greater commitment to the agreement reached between parties.

Consequences of Interpersonal Conflict Integrating Style:- Increase in organizational commitment, performance outcomes, job outcomes and interpersonal outcomes. Compromising Style:- Positively associated with interpersonal outcomes. Dominating style:- Negatively associated with interpersonal outcomes and job satisfaction. Avoiding style:- Negatively associated with interpersonal outcomes. Obliging style:- Negatively associated with interpersonal outcomes.

Sources of Interpersonal Conflict Personality Bases of Power Organizational climate Referent-role

Personality:- Extroverts are more likely to strive for integrative style of handling conflict. Feelers handle conflict through compromising and obliging styles. Thinkers handle conflict through dominating and integrating styles. Bases of Power:- Coercive power increases conflict and is positively related with dominating style. Non coercive power decreases conflict and is positively associated with obliging and integrating style.

Organizational climate:- An organization’s culture refers to the shared assumptions, attitudes, values, beliefs, expectations, and norms. The effect of culture on conflict influences the long-term growth and adaptability of the organizations. Referent-role:- The managers are primarily obliging in dealing with their superiors, integrating with subordinates, and compromising with peers. Back-up (unusual) styles are only used when the primary styles fail.

Managing Interpersonal Conflict The management of interpersonal conflict essentially involves teaching organizational members the styles of handling interpersonal conflict to deal with different situations effectively. Diagnosis:- The diagnosis of interpersonal conflict can be performed by such methods as self-reports, observation, and interviews.

Measurement:- 1. The styles of handling interpersonal conflict used by the organizational members to deal with different situations. 2. Factors that affect the styles of handling conflict. 3.Effectiveness of the individual members of an organization.

Analysis:- The styles of handling interpersonal conflict utilized by the members of various units, departments, or divisions and whether they deviated from the national norms significantly. Whether organizational members are using appropriate behavioral styles to deal with different situations effectively. Relationships of the styles to situations and individual effectiveness.

Intervention Structural The intervention strategies for the management of interpersonal conflict are: Process Structural

Process The objective of a process intervention is to help the organizational members to enhance their integrating style of handling conflict by changing their attitudes and behavior. A transactional analysis training may be useful for them. Transactional Analysis:- A transactional analysis intervention can enable the members of an organization to improve their communication skills and consequently the styles of handling conflict with superiors, subordinates, and peers.

Aspects of Transactional Analysis The three aspects of transactional analysis are: 1) Structural Analysis 2) Transactional Analysis Proper 3) Life Positions

1) Structural Analysis Structural analysis is the study of ego states. Human beings interact with each other in terms of three psychological states which are: a) Parent ego state: It reflects the attitudes, values, and behavior of authority figures, especially parents. b) Adult ego state: It represents the rational part of personality. c) Child ego state: It reflects the experiences and conditions of early childhood.

2) Transactional Analysis Proper The basic unit of communication is called a transaction. Transactions may be classified as: a) Complementary Transaction b) Uncomplementary Transaction c) Ulterior Transaction

a) Complementary Transaction:- Complementary transaction occurs when they are parallel; that is, a message sent from one ego state receives an expected response from the appropriate ego state of the other party.

b) Uncomplementary Transaction:- It occurs when a message from one ego state receives a response from a different ego state than intended. This happens when stimulus and response cross on the P–A–C transaction diagram.

c) Ulterior Transaction:- It occurs when the overt stimulus indicates a transaction at one level but the underlying intent of it may place the transaction at another level.

3) Life Positions:- If an individual is communicating primarily from one ego state, it can correspond to one of these four positions:

Structural a) Appeal to Authority b) Use of Ombudsmen The two structural arrangements that are necessary to deal with conflicts between two parties when they fail to resolve their disagreements are: a) Appeal to Authority b) Use of Ombudsmen

a) Appeal to Authority Organizations allow members to appeal to a common superior if two or more members, at the same organizational level, fail to resolve their disagreements. The common supervisor can make a decision that will be binding on the two parties involved in conflict, and the supervisor has the right to enforce her or his decisions. This system can work effectively if the supervisor is respected by the conflicting individuals, understands the complexity of the problems, and is able to make a good decision.

b) The Use of Ombudsmen An ombudsman is a mediator who ensures fair and just application of the rules and procedures of an organization for the management of conflict between two or more parties. Ombudsmen can only make recommendations. Two types of corporate ombudsmen: Helping Fact-finding