Conflict in the Organization Conflict Issues Chapter -5 1

Overview Communication & Conflict Defining Conflict Origins Consequences Factors Influencing Conflict Conflict Styles Disputes and Negotiation Conflict Management & Resolution Skills 2

Communication & Conflict Mild “tensions” vs. Incapacitation Understanding conflict is critical to communication success Communication constitutes the essence of conflict in that it undergirds the formation of opposing issues, frames perceptions of the felt conflict, translates emotions and perceptions into conflict behaviors, and sets the stage for future conflicts (Putnam & Poole, 1987) 3

Organization Conflict Defined as: A process that occurs when a person or group believes that others have or will take action that is at odds with their own goals and interests. 4

Conflict Defined Two or more interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving that goal (Hocker & Wilmot, 1995) Competition between interdependent parties who perceive that they have incompatible needs, goals, desires, or ideas (Van Slyke, 1999) The interaction of interdependent people who perceive opposition of goals, aims, and values, and who see the other party as potentially interfering with the realization of these goals (Putnam & Poole, 1987) 5

Conflict Defined Interdependence Perceived Incompatible Goals Scarce Resources Interference Social Interaction Central to Conflict How conflict is identified and framed 6

Origins of Conflict Four Events that precipitate interpersonal conflict REBUFFS Failure to respond to appeal for desired action ILLEGITIMATE DEMANDS Unjust or extreme request CRITICISMS Unfavorable or demeaning verbal or nonverbal act CUMULATIVE ANNOYANCES Repetition of instances that crosses tolerance threshold Five Factors that favor the development of conflict Frequency of Occurrence Goal Mutuality Goal-Path Uncertainty Attribution of Cause Negative Feelings 7

Consequences of Conflict Negative Consequences Less Effective Suboptimal Productivity Inhibited Cognitive Functioning Positive Consequences Identify and Better Understand Issues Clarify Issues Creative Solutions 8

Factors Influencing Conflict Content Related vs. Personal Size of Conflict Rigidity of the Issue Power Differences Individual Personalities, Traits, and Dispositions 9

Conflict Styles Strategy Effectiveness Adapt to the Situation Be Fair and Objective Appropriate and Effective Communication Mutual Awareness Open-minded Attitudes Willingness to Ignore Power Issues Problem-Solving Procedures 10

Characterizing Conflict Styles 5 Basic Conflict Styles 1.Withdrawing (Avoiding) 2.Smoothing (Accomodating) 3.Forcing (Dominating; Competing) 4.Confronting (Collaborating, Problem Solving, Integrating) 5.Compromising Ethical Climate Determines Effectiveness of Conflict Style 1.Formal Procedures / Rules 2.McKinney, Kelly, and Duran (1997) 3.CMMS scale Ross & DeWine (1988) Concern for other, self, and issue 4.Nicotera (1994) 11

Conflict Styles Research McKinney, Kelly, and Duran (1997) Concern for other and issue positively related to social confirmation Concern for other and issue positively related with social experience Concern for self negatively related to social composure Nicotera (1994) AVOID - evasive vs. estranged ACCOMMODATE - accommodate vs. patronize COMPETE - assertive vs. aggressive COLLOBORATE - consolidate vs. begrudge COMPROMISE - ? Flexibility is influenced by liking, loyalty, and personality factors (aggressiveness, tolerance, and innovativeness) 12

Conflict Styles Research Superior’s Conflict Styles and Rewards for Subordinates System Rewards (salary, benefits, promotions) Performance Rewards (responsibility, decision making input, meaningful/challenging work) Interpersonal Rewards (recognition, friendship, status, appreciation, feeling of belonging) Results Collaboration and Forcing styles predict Interpersonal and Performance Rewards No relationships identified... between accommodation and perceived rewards between manager conflict styles and system rewards 13

Conflict Styles Research Diversity and Gender Workplace diversity and orientations toward conflict can heighten the frequency and intensity of conflict situations Lack of understanding of cultural differences can result in conflict Personality has a greater impact on conflict style than biological sex 14

Disputes and Negotiation Bargaining as Compromise Participants negotiate mutually shared rules and then cooperate within these rules to gain a competitive advantage over opponent Bargaining and Negotiation are interchangeable Organizational Responses (Disputing Process Instrument (DPI) Morrill & Thomas, 1992) Aggressiveness - expense of others Authoritativeness - resources of social position Observability visible to social audience Seven Conflict Behaviors (DPI) 15

The Negotiation Process The goal of negotiation is no longer exclusively getting an effective settlement Redefinition of the problem Perceptual change in the elements of the problem New appreciation of the socio/historical context of the dispute Communication-as-Negotiation Transformational power that transcends notions of technical and instrumental rationality Participants define the conflict and its environment Rationality and Effectiveness (and Appropriateness) help define many aspects of organizational life 16

Conflict Management & Resolution Skills First, understand the factors contributing to conflict Next, we identify the methods for resolving conflict Two Forms of Conflict Resolution Distributive Conflict Resolution Winning through the use of negative behaviors Disagreement to prevent others from reaching their goals Serves personal needs and goals at the expense of others Conflict as WIN - lose Integrative Conflict Resolution Foster cooperation and shared solutions Modifying ideas, bargaining for an acceptable compromise Search for solutions and provide support for others Cooperative and not mutually exclusive Objective is to share values, highlight common objectives, and help achieve consensus Transition from distributive to integrative conflict resolution occurs when the need to accomplish a common goal is recognized. 17

Conflict Management & Resolution Skills Once individuals realize that it will be impossible to achieve the desired goal without resources and abilities beyond their own, the transition can take place. INTEGRATIVE CONFLICT RESOLUTION SKILL SET Ability to establish effective working relationships Must have cooperative and problem-solution attitudes Must be able to manage the group process and group decision making be knowledgeable about the issues Interpersonal Relationships are at the core of our ability to resolve conflict Effective development of interpersonal relationships among co-workers can potentially decrease the severity of grievances filed Metaphors to describe attitudes toward conflict CONFLICT as WAR (great personal cost) CONFLICT as IMPOTENCE (powerless to impact) CONFLICT as RATIONAL PROCESS (collaboration) Most frequent - conflict as impotence 18

Conflict Management & Resolution Skills Having skills and knowledge of different approaches to conflict may help one overcome a sense of helplessness in conflict settings Resolving conflicts depends on the perceptions of the negotiation Misinformation can lead to negative perceptions Organizational conflict can be one of the most frustrating and difficult aspects of working in an organization Especially frustrating when people feel they have no control over the outcome Be sensitive to your own style of interacting and managing conflict and pay attention to the styles of others Conflict is expected and anticipated in the communicative organization (CO) The only UNKNOWN is how parties respond to conflict 19

Strategies for Dealing with Conflict Be Objective Analyze and separate content and personal issues Planning stage for strategic communication Be Aware of Preferred Style of Conflict Resolution Plan, Recognize, Contain, and Cope Distinguish Symptoms from Causes Symptoms let us know a conflict is present Causes of conflict are issues underlying the symptoms Identify Success of Methods already Implemented Ignore problems Persuasion Compromise Be Sensitive to Different Approaches and Views of Conflict based on Gender and Cultural Diversity 20

The Cost & Benefit of Conflict Costs of Conflict Negative emotions and stress Stereotyping Faulty decision making 21

Cont., Benefits of Conflict Discussion of problems Basis for change Increase in motivation and loyalty 22

Managing Conflict Bargaining & Negotiation -- the process in which the parties in dispute make offers and counter offers Mediation and Arbitration -- third party intervention Superordinate Goals -- commonality is seen in goals and the solution is greater than either parties’ initial goal 23

Aspect of Bargaining Framing the issue Task orientation Emotional orientation Cooperative orientation Orientation strategy Win -- lose Win -- win 24

Aspect of Mediation Enlarging the pie Logrolling Cost cutting Bridging 25

Stress Factors Organizational Demanding Jobs Competing demands Role ambiguity Job responsibility Isolation Unpleasant working conditions 26

Cont., Individual Stressful life events Daily stress Personality Perception 27

Consequences of Stress Physiological Symptoms Headaches, High blood pressure, Heart disease Psychological Symptoms Anxiety, Depression, Burnout, Callousness Behavioral Symptoms Productivity loss Withdrawal 28

Managing Stress Personal approaches Lifestyle, Physiological, Cognitive Organizational approaches Job redesign Social support Family friendly policies Wellness and EAP Programs 29

Backwards & Forwards Today we looked at two side of conflict: the harmful and the beneficial; causes and ways to manage conflict, how stress can arise from conflict, organizational and individual factors in stress, and its resolution. Looking ahead:. What pushes organizations to change, what are the sources of resistance? Next time. 30

Summary Communication & Conflict Defining Conflict Origins Consequences Factors Influencing Conflict Conflict Styles Disputes and Negotiation Conflict Management & Resolution Skills 31