Communication & Theatre 310 Organizational Communication Visible Conflict = Resistance

Environmental stressors War Violence Greed Materialism Lack of community National culture

Intercultural difficulties Prejudice Language Taboos

Physical Characteristics of workplace Location Lighting Noise Temperature Overcrowding Lack of privacy Poor equipment

Organizational stressors Lack of social support No participation in decision making Racism Sexism Expression of emotion discouraged

Job stressors Workload Role uncertainty Job design

Individual stressors Personality traits (type A) Personal life Communication style

Conflict = an expressed struggle between or among interdependent parties who perceive: Scarce resources, Incompatible goals, and Interference from the other in achieving their goals.

Parties in conflict are in a position of opposition in conjunction with a need to cooperate.

conflict may be either destructive or constructive

Conflict may either be managed or resolved. When we resolve a conflict we try to end the conflict. Negotiation Mediation Arbitration Research

legislation judicial settlement physical force

Kilmann and Thomas Conflict Management Model concern for self non-assertion assertion concern for other non-cooperation cooperation avoidaccomodate competecollaborate compromise

avoiding = little concern for self or other ignore conflicts invoke slow procedures put problems on hold secrecy

When to avoid: issue is trivial no chance of winning negative potential outweighs benefits cool off to regain perspective

accommodating = giving in submission compliance going along with obedience

when to accommodate: when you are wrong when it is more important to others build credit for later when harmony is crucial

competing = trying to get your way. win-lose lose-lose forcing submission

when to compete: you are right quick action is needed unpopular action is needed when you are up against people who take advantage of cooperative behavior

collaboration is the team approach problem solving confront differences by sharing ideas and information search for integrative solutions win-win

to work through problems which have interfered with a working relationship

collaborate when: both sets of concerns are too important to be compromised to merge insights from people with different perspectives to gain commitment thru consensus

compromise = get part of what you want is this glass half full, or half empty?

compromising behaviors: negotiation looking for deals tradeoffs

when to compromise: people are equal in power and have mutually exclusive goals temporary settlement deal with time pressure

when goals are important but so are the relationships as a backup to competition or collaboration

BLAKE AND MOUTON CONFLICT MANAGEMENT GRID CONCERN FOR PEOPLE LOW HIGH CONCERN FOR TASK LOW HIGH 1,1 neutrality 9,1 win-lose harmony 1,9 middle ground 5,5 problem solving 9,9

Attributions in Conflicts self other Collaboration 41% 4% Compromise 25% 6% Accommodation 8% 2% Avoidance 5% 16% Competition 21% 73% Thomas, K. & Pondy, L. (1977) Toward an 'intent' model of communication conflict, Human Relations, 30, p

abstract a part of the universe a human being US citizen a Montanan a student at MSU-B a person in the class a male in the class Rusty concrete

Questions to ask yourself concerning sexual harassment Would the person accused of sexual harassment want their supervisor to see them? Would the person accused of sexual harassment want their spouse/significant other to see them?

Would the person accused of sexual harassment want their behavior to be the subject of a memo or discussion?

Personality and conflict management win-lose battler = internal control, takes risks, aggressive friendly helper = external control, no risks, trusting problem solver = internal control, trusting, respectful

WL FH PS WL FH PS stalemate WL stalemate PS consensus

End of Conflict Session