1. COMMUNICATION IN ORGANIZATIONS Lecture 11a CONFLICT IN ORGANIZATIONS

2. Conflict occurs when one person or group thinks the actions of another will prevent them from getting what they want.Conflict occurs when one person or group thinks the actions of another will prevent them from getting what they want. Win-lose situations often built inWin-lose situations often built in Differing subunit goals and perceptionsDiffering subunit goals and perceptions Political nature of organizations (status and authority issues)Political nature of organizations (status and authority issues) Cultural diversity within organizationCultural diversity within organization SOURCES OF CONFLICT

3. EFFECTS OF CONFLICT WITHIN GROUPS COHESIVENESS INCREASESCOHESIVENESS INCREASES WITH COMMON ENEMY -GROUPS BECOME MORE TIGHT-KNITWITH COMMON ENEMY -GROUPS BECOME MORE TIGHT-KNIT MEMBERS BECOME MORE TASK- ORIENTEDMEMBERS BECOME MORE TASK- ORIENTED WORKS HARD TO MEET THREAT POSED BY ENEMYWORKS HARD TO MEET THREAT POSED BY ENEMY LEADERSHIP BECOMES MORE AUTOCRATICLEADERSHIP BECOMES MORE AUTOCRATIC GROUP FEELS DANGER - TOLERATES MORE DIRECT CONTROLGROUP FEELS DANGER - TOLERATES MORE DIRECT CONTROL

4. EFFECTS OF CONFLICT WITHIN GROUPS GROUP STRUCTURE BECOMES MORE FORMALGROUP STRUCTURE BECOMES MORE FORMAL MEMBERS DUTIES, RESPONSIBILITIES GET CLEARLY DEFINEDMEMBERS DUTIES, RESPONSIBILITIES GET CLEARLY DEFINED GROUP NORMS BECOME STRONGERGROUP NORMS BECOME STRONGER CONFORMITY IS STRESSED - DEMONSTRATE LOYALTYCONFORMITY IS STRESSED - DEMONSTRATE LOYALTY

5. EFFECTS OF CONFLICT BETWEEN GROUPS EACH GROUP’S PERCEPTION OF THE OTHER BECOMES NEGATIVEEACH GROUP’S PERCEPTION OF THE OTHER BECOMES NEGATIVE PERCEPTUAL DISTORTIONS OCCURPERCEPTUAL DISTORTIONS OCCUR HOSTILITY INCREASES AND COMMUNICATION DECREASESHOSTILITY INCREASES AND COMMUNICATION DECREASES

6. MODEL OF CONFLICT MANAGEMENT STYLES GOALS IMPORTANCE OF IMPORTANCE OFRELATIONSHIP IMPOR T OF T OFANCE HI LO LOHI

7. MODEL OF CONFLICT MANAGEMENT STYLES GOALS IMPORTANCE OF IMPORTANCE OFRELATIONSHIP IMPOR T OF T OFANCE HI LO LOHI AVOIDING FEAR OF LOSE-LOSE

8. AVOIDINGAVOIDING POSTPONE UNTIL YOU “COOL DOWNPOSTPONE UNTIL YOU “COOL DOWN OROR IGNORE CONFLICTS RATHER THAN RESOLVE THEM.IGNORE CONFLICTS RATHER THAN RESOLVE THEM. PERSONAL STAKES ARE NOT HIGH.PERSONAL STAKES ARE NOT HIGH. FEAR CONFRONATION WILL HURT WORKING RELATIONSHIP.FEAR CONFRONATION WILL HURT WORKING RELATIONSHIP. LITTLE CHANCE OF SATISFYING YOUR WANTS.LITTLE CHANCE OF SATISFYING YOUR WANTS. PASSIVE BEHAVIOUR OF THE ADAPTED CHILD OR NURTURING PARENT EGO STATE.PASSIVE BEHAVIOUR OF THE ADAPTED CHILD OR NURTURING PARENT EGO STATE.

9. MODEL OF CONFLICT MANAGEMENT STYLES GOALS IMPORTANCE OF IMPORTANCE OFRELATIONSHIP IMPOR T OF T OFANCE HI LO LOHI ACCOMMODATING (Smoothing) (Smoothing) LOSE-WIN LOSE-WIN AVOIDING FEAR OF LOSE-LOSE

10. ACCOMMODATING (SMOOTHING) PLACE IMPORTANCE ON RELATIONSHIPS.PLACE IMPORTANCE ON RELATIONSHIPS. RESOLVE CONFLICTS BY GIVING INRESOLVE CONFLICTS BY GIVING IN –UNASSERTIVE TALK - USUALLY ADAPTED CHILD OR –ASSERTIVE TALK - NURTURING PARENT EGO STATES. WIN-LOSE SITUATION - THE OTHERS WIN.WIN-LOSE SITUATION - THE OTHERS WIN. HELPS TO MAINTAIN RELATIONSHIPS.HELPS TO MAINTAIN RELATIONSHIPS. PEOPLE MAY TAKE ADVANTAGE.PEOPLE MAY TAKE ADVANTAGE.

11. MODEL OF CONFLICT MANAGEMENT STYLES GOALS IMPORTANCE OF IMPORTANCE OFRELATIONSHIP IMPOR T OF T OFANCE HI LO LOHI FORCING (COMPETING) WIN-LOSE ACCOMMODATING (Smoothing) (Smoothing) LOSE-WIN LOSE-WIN AVOIDING FEAR OF LOSE-LOSE

12. FORCING OR COMPETING When we come back I’m going to discuss and give an example of one of the most common conflict resolution approaches – Forcing.When we come back I’m going to discuss and give an example of one of the most common conflict resolution approaches – Forcing.

14. COMMUNICATION IN ORGANIZATIONS Conflict Management: An Example LECTURE 11b

15. FORCING OR COMPETING: A REVIEW USES HEAVY C.O.N.T.R.O.L. TO RESOLVE CONFLICTS.USES HEAVY C.O.N.T.R.O.L. TO RESOLVE CONFLICTS. PERSONAL GOALS MORE IMPORTANT THAN RELATIONSHIPSPERSONAL GOALS MORE IMPORTANT THAN RELATIONSHIPS FORCING RESOLUTIONS TO PROBLEMS.FORCING RESOLUTIONS TO PROBLEMS. CREATE WIN-LOSE SITUATIONS.CREATE WIN-LOSE SITUATIONS. USE CONTROLLING PARENT OR REBELLIOUS CHILD EGO STATES.USE CONTROLLING PARENT OR REBELLIOUS CHILD EGO STATES. SOMETIMES BETTER DECISIONS COMPARED TO LESS EFFECTIVE COMPROMISED DECISIONS.SOMETIMES BETTER DECISIONS COMPARED TO LESS EFFECTIVE COMPROMISED DECISIONS.

16. Competitive Conflict Resolution Hard Competitive AdversarialVictoryConcession basedHard on problem and peopleDistrustPositional

17. Hard Competitive Conflict Resolution

18. Distributive Bargaining Distributive Bargaining $14 M $8M

19. MODEL OF CONFLICT MANAGEMENT STYLES GOALS IMPORTANCE OF IMPORTANCE OFRELATIONSHIP IMPOR T OF ANCE HI LO LOHI FORCING WIN-LOSE WIN-LOSE AVOIDING FEAR OF LOSE-LOSE ACCOMMODATING LOSE-WIN LOSE-WIN C.O.N.T.R.O.L. TALK

21. COMMUNICATION IN ORGANIZATIONS Lecture 11c CONFLICT IN ORGANIZATIONS

22. MODEL OF CONFLICT MANAGEMENT STYLES GOALS IMPORTANCE OF IMPORTANCE OFRELATIONSHIP IMPOR T OF ANCE HI LO LOHI FORCINGWIN-LOSE ACCOMMODATING (Smoothing) (Smoothing) LOSE-WIN LOSE-WIN COMPROMISING COMPROMISING BOTH WIN - BOTH LOSE AVOIDING FEAR OF LOSE-LOSE C.O.N.T.R.O.L. Talk

23. COMPROMISINGCOMPROMISING CONCERNED WITH BOTH GOALS AND RELATIONSHIPS.CONCERNED WITH BOTH GOALS AND RELATIONSHIPS. TRY TO RESOLVE CONFLICT THROUGH CONCESSION.TRY TO RESOLVE CONFLICT THROUGH CONCESSION. –WILLING TO FORFEIT SOME GOALS - ENCOURAGES OTHERS TO DO THE SAME. –ELICITS ASSERTION AND COOPERATIVE ADULT EGO STATES. WIN-LOSE OR LOSE-LOSE RESULT.WIN-LOSE OR LOSE-LOSE RESULT. –RELATIONSHIPS MAINTAINED - BUT LESS THAN IDEAL OUTCOMES MAY RESULT.

24. MODEL OF CONFLICT MANAGEMENT STYLES GOALS IMPORTANCE OF IMPORTANCE OFRELATIONSHIP IMPOR T OF ANCE HI LO LOHI FORCINGWIN-LOSE ACCOMMODATING (Smoothing) (Smoothing) LOSE-WIN LOSE-WIN COMPROMISING COMPROMISING BOTH WIN- BOTH LOSE AVOIDING FEAR OF LOSE-LOSE COLLABORATINGWIN-WIN C.O.N.T.R.O.L. Talk D.I.A.L.O.G.U.E. Talk

25. COLLABORATING VALUE BOTH THEIR GOALS AND RELATIONSHIPS.VALUE BOTH THEIR GOALS AND RELATIONSHIPS. RESOLVE DISPUTES BY FINDING AGREEABLE SOLUTIONS FOR ALL PARTIES THROUGH D.I.A.L.O.G.U.E.RESOLVE DISPUTES BY FINDING AGREEABLE SOLUTIONS FOR ALL PARTIES THROUGH D.I.A.L.O.G.U.E. ADULT EGO STATEADULT EGO STATE WIN-WIN SITUATIONSWIN-WIN SITUATIONS CONFLICT IS NOT SETTLED UNTIL ALL PEOPLE GET WHAT THEY WANTCONFLICT IS NOT SETTLED UNTIL ALL PEOPLE GET WHAT THEY WANT CONSUMES A GREAT DEAL OF TIME AND EFFORT.CONSUMES A GREAT DEAL OF TIME AND EFFORT.

26. COLLABORATION AND PRINCIPLED NEGOTIATION IF AN ORGANIZATION IS WISE THEY WILL BE IN A FACILITATOR OR NEGOTIATOR – TO DEAL WITH A PROBLEM THAT THE MANAGERS CAN’T RESOLVE BETWEEN TWO GROUPS OR INDIVIDUALS:IF AN ORGANIZATION IS WISE THEY WILL BE IN A FACILITATOR OR NEGOTIATOR – TO DEAL WITH A PROBLEM THAT THE MANAGERS CAN’T RESOLVE BETWEEN TWO GROUPS OR INDIVIDUALS: THEY OFTEN ENCOURAGE A FORM OF CONFLICT RESOLUTION PROBLEM SOLVING CALLED PRINCIPLED NEGOTIATION:THEY OFTEN ENCOURAGE A FORM OF CONFLICT RESOLUTION PROBLEM SOLVING CALLED PRINCIPLED NEGOTIATION: SEPARATE THE PEOPLE FROM THE PROBLEMSEPARATE THE PEOPLE FROM THE PROBLEM FOCUS ON INTERESTS NOT POSITIONSFOCUS ON INTERESTS NOT POSITIONS INVENT OPTIONS FOR MUTUAL GAININVENT OPTIONS FOR MUTUAL GAIN INSIST ON OBJECTIVE CRITERIAINSIST ON OBJECTIVE CRITERIA REQUIRES D.I.A.L.O.G.U.E.REQUIRES D.I.A.L.O.G.U.E.

27. MANAGING CONFLICT AT THE ORGANIZATIONAL LEVEL INCREASING INTERGROUP CONTACTSINCREASING INTERGROUP CONTACTS –BRING PARTIES TOGETHER WHEN MEETINGS ARE FOR SHARED PROBLEM-SOLVING, JOINT SOLUTION DEVELOPMENT –WE JUST DISCUSSED THIS DEVELOPING A SUPERORDINATE GOALDEVELOPING A SUPERORDINATE GOAL –SOMETHING THAT’S BIGGER THAN BOTH - DESIRED BY BOTH - REQUIRES JOINT EFFORT TO ACHIEVE - SOMETIMES A COMMON ENEMY OUTSIDE OF BOTH

28. MANAGING CONFLICT AT THE ORGANIZATIONAL LEVEL INCREASING INTERGROUP CONTACTSINCREASING INTERGROUP CONTACTS –BRING PARTIES TOGETHER WHEN MEETINGS ARE FOR SHARED PROBLEM-SOLVING, JOINT SOLUTION DEVELOPMENT –WE JUST DISCUSSED THIS DEVELOPING A SUPERORDINATE GOALDEVELOPING A SUPERORDINATE GOAL –SOMETHING THAT’S BIGGER THAN BOTH - DESIRED BY BOTH - REQUIRES JOINT EFFORT TO ACHIEVE - SOMETIMES A COMMON ENEMY OUTSIDE OF BOTH RESTRUCTURINGRESTRUCTURING –IF CAUSE OF CONFLICT IS STRUCTURAL - ORG. RE-DESEIGN - SEPARATING THEM OR COMBINING CAN WORK