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Chapter 5

This chapter discusses the nature and management of organizational conflict. It begins by defining conflict and outlining the traditional, human relations, and interactionist views of conflict. It then discusses the causes of conflict, including scarce resources, jurisdictional ambiguities, personality clashes, power differences, and goal differences. The chapter also covers the stages of conflict, including potential opposition, cognition, intentions, behavior, and outcomes. It concludes by providing guidance on when to use different conflict management methods like competing, collaborating, avoiding, accommodating, and compromising.

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59 views

Chapter 5

This chapter discusses the nature and management of organizational conflict. It begins by defining conflict and outlining the traditional, human relations, and interactionist views of conflict. It then discusses the causes of conflict, including scarce resources, jurisdictional ambiguities, personality clashes, power differences, and goal differences. The chapter also covers the stages of conflict, including potential opposition, cognition, intentions, behavior, and outcomes. It concludes by providing guidance on when to use different conflict management methods like competing, collaborating, avoiding, accommodating, and compromising.

Uploaded by

kibrom abebe
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Chapter Five

Management of Organizational
Conflict
Chapter Outlines
•Nature and scope of conflict
•Functional and dysfunctional conflict
•Causes of conflict
•Types of conflict
•Conflict process/stages of conflict
•Conflict management methodologies/Conflict resolution
Model
Conflict
 Conflict Defined
– A process that begins when one party perceives that
another party has negatively affected, or is about to
negatively affect, something that the first party cares
about
• That point in an ongoing activity when an interaction
“crosses over” to become an interparty conflict
– Encompasses a wide range of conflicts that people
experience in organizations
• Incompatibility of goals
• Differences over interpretations of facts
• Disagreements based on behavioral expectations
Transitions in Conflict Thought

Traditional View of Conflict


The belief that all conflict is harmful and must be avoided

Causes
• Poor communication
• Lack of openness
• Failure to respond to
employee needs
Transitions in Conflict Thought (cont’d)

Human Relations View of Conflict


The belief that conflict is a natural and inevitable outcome
in any group

Interactionist View of Conflict


The belief that conflict is not only a positive force in a
group but that it is absolutely necessary for a group to
perform effectively
Causes of Conflict
According to both Daft and Terry, several factors may create
organizational conflict. They are as follows:
• Scarce Resources- Resources may include money,
supplies, people, or information. Often, organizational units
are in competition for scarce or declining resources
• Jurisdictional Ambiguities- Conflicts may also surface
when job boundaries and task responsibilities are unclear.
Individuals may disagree about who has the responsibility for
tasks and resources
• Personality Clashes -A personality conflict emerges when
two people simply do not get along or do not view things
similarly. Personality tensions are caused by differences in
personality, attitudes, values, and beliefs.
Causes of Conflict

• Power and Status Differences- Power and status conflict


may occur when one individual has questionable influence
over another. People might engage in conflict to increase their
power or status in an organization.
• Goal Differences -Conflict may occur because people are
pursuing different goals. Goal conflicts in individual work units
are a natural part of any organization
• Communication Breakdown- barriers may be derived from
differences in speaking styles, writing styles, and nonverbal
communication styles.
Functional versus Dysfunctional Conflict
(Positive)
Functional Conflict
Conflict that supports the goals
of the group and improves its
performance

Dysfunctional Conflict
Conflict that hinders group
performance
(Negative)
Types of conflict on the basis of its nature

• Intra-personal Conflict
(value and decision making conflict)
• Inter-personal Conflict
• Intra-Group Conflict
• Inter-Group Conflict
• Intra-Organizational Conflicts
(Horizontal and Vertical Conflict)
• Inter-Organizational Conflict
The Conflict Process
Stage I: Potential Opposition or Incompatibility
 Communication
– Semantic difficulties, misunderstandings, and “noise”
 Structure
– Size and specialization of jobs
– Jurisdictional clarity/ambiguity
– Member/goal incompatibility
– Leadership styles (close or participative)
– Reward systems (win-lose)
– Dependence/interdependence of groups
 Personal Variables
– Differing individual value systems
– Personality types
Stage II: Cognition and Personalization

Perceived Conflict Felt Conflict


Awareness by one or Emotional involvement in
more parties of the a conflict creating anxiety,
existence of conditions tenseness, frustration, or
that create opportunities hostility
for conflict to arise

Conflict Definition

Negative Emotions Positive Feelings


Stage III: Intentions/Conflict management
methodologies
Intentions
Decisions to act in a given way

Cooperativeness
• Attempting to satisfy the other party’s concerns
Assertiveness
• Attempting to satisfy one’s own concerns
Dimensions of Conflict-Handling
Intentions /Conflict management
methodologies

Source: K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette


and L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3
(Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.
Stage III: Intentions (cont’d)

Competing
A desire to satisfy one’s interests, regardless of the
impact on the other party to the conflict

Collaborating
A situation in which the parties to a conflict each desire to
satisfy fully the concerns of all parties

Avoiding
The desire to withdraw from or suppress a conflict
Stage III: Intentions (cont’d)

Accommodating
The willingness of one party in a conflict to place the
opponent’s interests above his or her own

Compromising
A situation in which each party to a conflict is willing
to give up something
Stage IV: Behavior
Conflict Management
The use of resolution and stimulation techniques to
achieve the desired level of conflict
Conflict-Intensity Continuum

Source: Based on S.P. Robbins, Managing Organizational Conflict: A Nontraditional Approach


(Upper Saddle River, NJ: Prentice Hall, 1974), pp. 93–97; and F. Glasi, “The Process of Conflict
Escalation and the Roles of Third Parties,” in G.B.J. Bomers and R. Peterson (eds.), Conflict
Management and Industrial Relations (Boston: Kluwer-Nijhoff, 1982), pp. 119–40.
Stage V: Outcomes
 Functional Outcomes from Conflict
– Increased group performance
– Improved quality of decisions
– Stimulation of creativity and innovation
– Encouragement of interest and curiosity
– Provision of a medium for problem-solving
– Creation of an environment for self-evaluation and
change
 Creating Functional Conflict
– Reward dissent and punish conflict avoiders
Stage V: Outcomes
 Dysfunctional Outcomes from Conflict
– Development of discontent
– Reduced group effectiveness
– Retarded communication
– Reduced group cohesiveness
– Infighting among group members overcomes group
goals
Use Competition
 When quick, decisive action is vital (in emergencies);
on important issues
 Where unpopular actions need implementing (in cost
cutting, enforcing unpopular rules, discipline)
 On issues vital to the organization’s welfare
 When you know you’re right
 Against people who take advantage of
noncompetitive behavior
Use Collaboration
 To find an integrative solution when both sets of
concerns are too important to be compromised
 When your objective is to learn
 To merge insights from people with different
perspectives
 To gain commitment by incorporating concerns into a
consensus
 To work through feelings that have interfered with a
relationship
Use Avoidance
 When an issue is trivial, or more important issues are
pressing
 When you perceive no chance of satisfying your
concerns
 When potential disruption outweighs the benefits of
resolution
 To let people cool down and regain perspective
 When gathering information supersedes immediate
decision
 When others can resolve the conflict effectively
 When issues seem tangential or symptomatic of
other issues
Use Accommodation
 When you find you’re wrong and to allow a better
position to be heard
 To learn, and to show your reasonableness
 When issues are more important to others than to
yourself and to satisfy others and maintain
cooperation
 To build social credits for later issues
 To minimize loss when outmatched and losing
 When harmony and stability are especially important
 To allow employees to develop by learning from
mistakes
Use Compromise
 When goals are important but not worth the effort of
potential disruption of more assertive approaches
 When opponents with equal power are committed to
mutually exclusive goals
 To achieve temporary settlements to complex issues
 To arrive at expedient solutions under time pressure
 As a backup when collaboration or competition is
unsuccessful

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