1. Chapter 11 Conflict in Organizations

2. Learning Goals Define conflict and conflict behavior in organizations Distinguish between functional and dysfunctional conflict Understand different levels and types of conflict in organizations Analyze conflict episodes and the linkages among them

3. Learning Goals (Cont.) Understand the role of latent conflict in an episode and its sources in an organization Describe a conflict management model Use various techniques to reduce and increase conflict Appreciate some international and ethical issues in conflict management

4. Chapter Overview Introduction Functional and Dysfunctional Conflict Levels and Types of Conflict in Organizations Conflict Episodes Conflict Frames and Orientations Latent Conflict: The Sources of Conflict in Organizations

5. Chapter Overview (Cont.) Conflict Management Reducing Conflict Increasing Conflict International Aspects of Conflict in Organizations Ethical Issues in Conflict in Organizations

6. Introduction ConflictConflicto Conflit Conflito Conflict: What does the word mean to you?

7. Introduction (Cont.) Definition –Opposition –Incompatible behavior –Antagonistic interaction –Block another party from reaching her or his goals Range of conflict behavior Doubt or questioning Annihilation of opponent

8. Introduction (Cont.) Key elements –Interdependence with another party –Perception of incompatible goals Conflict events –Disagreements –Debates –Disputes –Preventing someone from reaching valued goals

9. Introduction (Cont.) Conflict is not always bad for an organization Do not need to reduce all conflict Conflict episodes: ebb and flow of conflict An inevitable part of organization life Needed for growth and survival Conflict management includes increasing and decreasing conflict Major management responsibility

10. Introduction (Cont.) Toda unanimidade é burra. (“It’s dumb if we all agree.”) Special thanks to Gustavo Sette Rabello, Graduate Student, The Robert O. Anderson Graduate School of Management, 1996 Brazilian Saying (Ditado popular, Portuguese)

11. Functional and Dysfunctional Conflict Functional conflict: works toward the goals of an organization or group Dysfunctional conflict: blocks an organi- zation or group from reaching its goals –Dysfunctionally high conflict: what you typically think about conflict –Dysfunctionally low conflict: an atypical view –Levels vary among groups

12. Functional and Dysfunctional Conflict (Cont.) Functional conflict –“Constructive Conflict”--Mary Parker Follett (1925) –Increases information and ideas –Encourages innovative thinking –Unshackles different points of view –Reduces stagnation

13. Functional and Dysfunctional Conflict (Cont.) Dysfunctionally high conflict –Tension, anxiety, stress –Drives out low conflict tolerant people –Reduced trust –Poor decisions because of withheld or distorted information –Excessive management focus on the conflict

14. Functional and Dysfunctional Conflict (Cont.) Dysfunctionally low conflict –Few new ideas –Poor decisions from lack of innovation and information –Stagnation –Business as usual

15. Levels and Types of Conflict Individual Group Organization Type of conflict Level of conflict Within and between organizations Within and between groups Within and between individuals

16. Levels and Types of Conflict (Cont.) Intraorganization conflict –Conflict that occurs within an organization –At interfaces of organization functions –Can occur along the vertical and horizontal dimensions of the organization Vertical conflict: between managers and subordinates Horizontal conflict: between departments and work groups

17. Levels and Types of Conflict (Cont.) Intragroup conflict –Conflict among members of a group –Early stages of group development –Ways of doing tasks or reaching group's goals Intergroup conflict: between two or more groups

18. Levels and Types of Conflict (Cont.) Interpersonal conflict –Between two or more people –Differences in views about what should be done –Efforts to get more resources –Differences in orientation to work and time in different parts of an organization

19. Levels and Types of Conflict (Cont.) Intrapersonal conflict –Occurs within an individual Threat to a person’s values Feeling of unfair treatment Multiple and contradictory sources of socialization Related to the Theory of Cognitive Dissonance (Chapter 5) and negative inequity (Chapter 8)

20. Levels and Types of Conflict (Cont.) Interorganization conflict –Between two or more organizations –Not competition –Examples: suppliers and distributors, especially with the close links now possible

21. Conflict Episodes Latent conflict Conflict aftermath Manifest conflict Simple conflict episode

22. Conflict Episodes (Cont.) Latent conflict: antecedents of conflict behavior that can start conflict episode Manifest conflict: observable conflict behavior Conflict aftermath –End of a conflict episode –Often the starting point of a related episode –Becomes the latent conflict for another episode Conflict reduction: lower the conflict level

23. Conflict Episodes Latent conflict Conflict aftermath Manifest conflict Conflict reduction

24. Conflict Episodes (Cont.) The antecedents of conflict Example: scarce resources Latent conflict Manifest conflict Conflict aftermath

25. Conflict Episodes (Cont.) Some latent conflict in the lives of college students –Parking spaces –Library copying machines –Computer laboratory –Books in the bookstore –School and other parts of your life –University policies

26. Conflict Episodes (Cont.) Observable conflict behavior Example: disagreement, discussion Latent conflict Manifest conflict Conflict aftermath

27. Manifest conflict Conflict Episodes (Cont.) Latent conflict Conflict aftermath Residue of a conflict episode Example: compromise in allocating scarce resources leaves both parties with less than they wanted

28. Conflict Episodes Latent conflict Manifest conflict Conflict aftermath Perceived conflictFelt conflict Conflict reduction Text book Figure 11.1

29. Conflict Episodes (Cont.) Perceived conflict –Become aware that one is in conflict with another party –Can block out some conflict –Can perceive conflict when no latent conditions exist –Example: misunderstanding another person’s position on an issue

30. Conflict Episodes (Cont.) Felt conflict –Emotional part of conflict –Personalizing the conflict –Oral and physical hostility –Hard to manage episodes with high felt conflict –What people likely recall about conflict

31. Relationships Among Conflict Episodes Episodes link through the connection of conflict aftermath to latent conflict Effective conflict management: break the connection Discover the latent conflicts and remove them

32. Relationships Among Conflict Episodes (Cont.) Latent conflictManifest conflictConflict aftermath Latent conflictManifest conflictConflict aftermath Latent conflictManifest conflictConflict aftermath Conflict reduction

33. Conflict Frames and Orientations Conflict frames –Perceptual sets that people bring to conflict episodes –Perceptual filters Remove some information from an episode Emphasize other information in an episode

34. Conflict Frames and Orientations (Cont.) Relationship-Task Emotional-Intellectual Cooperate-Win Conflict frame

35. Conflict Frames and Orientations (Cont.) Conflict frame dimensions –Relationship-Task Relationship: focuses on interpersonal relationships Task: focuses on material aspects of an episode –Emotional-Intellectual Emotional: focuses on feelings in the conflict episode (felt conflict) Intellectual: focuses on observed behavior (manifest conflict)

36. Conflict Frames and Orientations (Cont.) Conflict frame dimensions (cont.) –Cooperate-Win Cooperate: emphasizes the role of all parties to the conflict Win: wants to maximize personal gain

37. Conflict Frames and Orientations (Cont.) Conflict frames –Limited research results End an episode with a relationship or intellectual frame: feel good about relationship with other party Cooperation-focused people end with more positive results than those focused on winning

38. Conflict Frames and Orientations (Cont.) Conflict orientations –Dominance: wants to win; conflict is a battle –Collaborative: wants to find a solution that satisfies everyone –Compromise: splits the differences –Avoidance: backs away –Accommodative: focuses on desires of other party

39. Conflict Frames and Orientations (Cont.) Can change during conflict episode –How firmly the person holds orientation –Importance of the issues to the person –Perception of opponent's power Collaborative orientation: more positive long-term benefits than the others

40. Conflict Frames and Orientations (Cont.) Avoidance Accommodative Dominance Compromise Collaborative Conflict aftermath High residue No residue Conflict orientation and the conflict aftermath

41. Conflict Frames and Orientations (Cont.) Combinations of conflict orientations in a group –Dominance, avoidance –Dominance, dominance –Avoidance, avoidance –Dominance, collaborative, compromise –Collaborative, compromise, avoidance –Collaborative, compromise, avoidance, dominance, accommodative

42. Latent Conflict: The Sources of Conflict in Organizations Antecedents to conflict episodes Many natural conditions of organizations act as latent conflicts Lurk in the background; trigger conflict when right conditions occur Does not always lead to manifest conflict Give us clues about how to reduce dysfunctionally high conflict

43. Latent Conflict: The Sources of Conflict in Organizations (Cont.) Some representative latent conflict –Scarce resources: money, equipment, facilities –Organizational differentiation: different orientations in different parts of organization –Rules, procedures, policies: behavioral guides that can cause clashes –Cohesive groups: value and orientation differences among groups

44. Latent Conflict: The Sources of Conflict in Organizations (Cont.) Some representative latent conflict (cont.) –Interdependence: forces interaction –Communication barriers: shift work and jargon –Ambiguous jurisdictions: areas of authority not clearly defined –Reward systems: reward different behavior in different parts of the organization Sales on commission; manufacturing rewarded for meeting schedules. Communication differences.

45. Conflict Management Model Maintain conflict at functional levels –Not complete elimination –Reducing to functional levels –Increasing dysfunctionally low conflict –Choose desired level of conflict based on perceived conflict requirements –Varies in different parts of an organization –Manager’s tolerance for conflict plays a role

46. Conflict Management Model (Cont.) Perceived conflict requirements Desired conflict level Organizational culture Fast-changing environment Product or service

47. Conflict Management Model (Cont.) Normal Increase conflict Decrease conflict Dysfunctionally low conflict Dysfunctionally high conflict Text book Figure 11.2

48. Conflict Management Model (Cont.) Symptoms of dysfunctionally high conflict –Low trust –Information distortion –Tension/antagonism –Stress –Sabotage of organization’s product or service

49. Conflict Management Model (Cont.) Symptoms of dysfunctionally low conflict –Deny differences –Repress controversial information –Prohibit disagreements –Avoid interactions –Walk away from conflict episode

50. Reducing Conflict Overview –Lose-lose methods: parties to the conflict episode do not get what they want –Win-lose methods: one party a clear winner; other party a clear loser –Win-win methods: each party to the conflict episode gets what he or she wants

51. Reducing Conflict (cont.) Lose-lose methods –Avoidance Withdraw, stay away Does not permanently reduce conflict –Compromise Bargain, negotiate Each loses something valued –Smoothing: find similarities

52. Reducing Conflict (Cont.) Win-lose methods –Dominance Overwhelm other party Overwhelms an avoidance orientation –Authoritative command: decision by person in authority –Majority rule: voting

53. Reducing Conflict (Cont.) Win-win methods –Problem solving: find root causes –Integration: meet interests and desires of all parties –Superordinate goal: desired by all but not reachable alone

54. Reducing Conflict (Cont.) Summary –Lose-lose methods: compromise –Win-lose methods: dominance –Win-win methods: problem solving

55. Increasing Conflict Increase conflict when it is dysfunctionally low –Heterogeneous groups: members have different backgrounds –Devil’s advocate: offers alternative views –Organizational culture: values and norms that embrace conflict and debate

56. Conflict Insights Possible positive effects of conflict Latent conflict Conflict aftermath Conflict episodes Links between episodes Latent conflict and methods of reduction

57. International Aspects of Conflict in Organizations Cultures that emphasize individualism and competition –Positively value conflict –English-speaking countries, the Netherlands, Italy, Belgium Cultures that emphasize collaboration, cooperation, conformity –Negatively value conflict –Many Asian and Latin American countries; Portugal, Greece, Turkey

58. International Aspects of Conflict in Organizations (Cont.) No direct research evidence Cultural differences imply different functional conflict levels

59. International Aspects of Conflict in Organizations (Cont.) Cross-cultural research has dealt with intergroup processes Collaborative and cooperative cultures expect little conflict during intergroup interactions Favor suppression of conflict with little discussion about people's feelings Felt conflict likely part of some conflict episodes but hidden from public view

60. International Aspects of Conflict in Organizations (Cont.) Managers from an individualistic country operating in a less individualistic country –Acceptable to express feelings during a conflict episode –Suppression of feelings could baffle them –Increasing conflict can confuse local people –Almost immediate dysfunctional results

61. Ethical Issues in Conflict in Organizations Tolerance for conflict –Manager with a high tolerance for conflict; keeps conflict levels too high for subordinates –Should such managers reveal their intentions about desired conflict levels? –Full disclosure: subordinates could leave the group if conflict levels became dysfunctionally stressful –Ethical question applies equally to newly hired employees

62. Ethical Issues in Conflict in Organizations (Cont.) Deliberately increasing conflict is an effort to guide behavior in a desired direction –Subtle methods of increasing conflict (forming heterogeneous groups) connote manipulation –Full disclosure: manager states his intention to use conflict to generate ideas and innovation –If people are free to join a group or not, the ethical issue likely subsides

63. Ethical Issues in Conflict in Organizations (Cont.) Experiencing intrapersonal conflict –Requests to act against one's moral values –Observing behavior that one considers unethical Reduce intrapersonal conflict –Report unethical acts –Transfer to another part of the organization –Quit

64. Ethical Issues in Conflict in Organizations (Cont.) Different cultures place different values on conflict –Optimal conflict levels vary among countries –Lower levels conflict in collectivistic countries than individualistic countries Should managers honor such values even if their home country values support higher levels of conflict?