After studying this chapter, you should be able to:

Define conflict. Differentiate between the traditional, human

relations, and interactionist views of conflict. Outline the conflict process. Types of Conflicts Coping Strategies Conflict Management Styles

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

Encompasses a wide range of conflicts that people experience in organizations

Incompatibility of goals Differences over interpretations of facts Disagreements based on behavioral expectations

crosses over to become an interparty conflict

Traditional View of Conflict

The belief that all conflict is harmful and must be avoided
Prevalent view in the 1930s-1940s

Conflict resulted from:

Poor communication Lack of openness Failure to respond to employee needs

Human Relations View of Conflict The belief that conflict is a natural and inevitable outcome in any group Prevalent from the late 1940s through mid-1970s 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 Current view

Functional Conflict
Conflict that supports the goals of the group and improves its performance

Dysfunctional Conflict
Conflict that hinders group performance

Task Conflict
Conflicts over content and goals of the work Low-to-moderate levels of this type are FUNCTIONAL

Relationship Conflict
Conflict based on interpersonal relationships Almost always DYSFUNCTIONAL

Process Conflict
Conflict over how work gets done Low levels of this type are FUNCTIONAL

We will focus on each step in a moment

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

Important stage for two reasons:

1. Conflict is defined Perceived Conflict
Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise

2. Emotions are expressed that have a strong

impact on the eventual outcome

Felt Conflict
Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility
2009 Prentice-Hall Inc. All rights reserved.

Intentions
Decisions to act in a given way Note: behavior does not always accurate reflect intent

Dimensions of conflict-handling intentions:

Cooperativeness
Attempting to satisfy the other partys concerns

Assertiveness
Attempting to satisfy ones own concerns
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.

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.

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. 11940.

Problem solving Superordinate goals Expansion of resources Avoidance Smoothing Compromise Authoritative command Altering the human variable Altering the structural variables Communication

Bringing in outsiders Restructuring the

organization Appointing a devils advocate

Functional
Increased group performance

Dysfunctional
Development of discontent

Improved quality of decisions

Stimulation of creativity and

Reduced group effectiveness

Retarded communication Reduced group cohesiveness Infighting among group

innovation

Encouragement of interest

and curiosity

Provision of a medium for

problem-solving

members overcomes group goals

Creation of an environment

for self-evaluation and change

Creating Functional Conflict

Reward dissent and punish

conflict avoiders

Avoidance Competition (A) Accommodation (B) Compromise (C) Collaboration (D)

I win, you lose (competitionA) I lose or give in (accommodateB) We both get something (compromiseC) We both win(collaborateD) A B C D

Plus
The winner is clear Winners usually experience gains

Minus
Establishes the battleground for the next conflict May cause worthy competitors to withdraw or

leave the organization

Plus
Curtails conflict situation Enhances ego of the other

Minus
Sometimes establishes a precedence Does not fully engage participants

Plus
Shows good will Establishes friendship

Minus
No one gets what they want May feel like a dead end

Plus
Everyone wins Creates good feelings

Minus
Hard to achieve since no one knows how Often confusing since players can win

something they didnt know they wanted

Managing conflict means you need to develop several styles and decide which is valuable at any given point of conflict

Build good relationships before conflict occurs Do not let small problems escalate; deal with them as they arise Respect differences Listen to others perspectives on the conflict situation Acknowledge feelings before focussing on facts Focus on solving problems, not changing people If you cant resolve the problem, turn to someone who can help Remember to adapt your style to the situation and persons involved

Conflict and Culture

Japanese and U.S. managers view conflict

differently U.S. managers more likely to use competing tactics while Japanese managers are likely to use compromise and avoidance

Conflict can be constructive or destructive Reduce excessive conflict by using:

Competition Collaboration Avoidance Accommodation Compromise