1. Communication & Theatre 310 Organizational Communication Visible Conflict = Resistance

2. Environmental stressors War Violence Greed Materialism Lack of community National culture

3. Intercultural difficulties Prejudice Language Taboos

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

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

6. Job stressors Workload Role uncertainty Job design

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

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

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

10. conflict may be either destructive or constructive

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

12. legislation judicial settlement physical force

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

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

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

16. accommodating = giving in submission compliance going along with obedience

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

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

19. 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

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

21. to work through problems which have interfered with a working relationship

22. 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

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

24. compromising behaviors: negotiation looking for deals tradeoffs

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

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

27. 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

28. 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. 1094.

29. 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

30. 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?

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

32. 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

33. WL FH PS WL FH PS stalemate WL stalemate PS consensus

34. End of Conflict Session