Chapter 7

Interpersonal Conflict

Interpersonal Conflict
Interpersonal conflict refers to the
manifestation
of
incompatibility,
disagreement, or difference between
two or more interacting individuals.

The Prisoners Dilemma

Cooperation is usually analyzed in game

theory by means of a non-zero-sum

game called the "Prisoner's Dilemma.
A frequently used example is the
Prisoners Dilemma (PD) game.
A scenario where cooperation and trust
wins and blind pursuit of self-interest
loses.

Example of Prisoners
Dilemma
Suppose two individuals, A and B, have

been arrested on the suspicion that they

have committed a serious crime.
Although they are guilty, there is not
enough evidence for conviction of the
serious crime.
The accused are separated and not allowed
to communicate with each other.
The district attorney wants them to confess
to the crime that they have committed.

Payoff Matrix

Explanation of the Matrix

If both A and B confess, they will be convicted

of serious offense, but their sentence will be

reduced from 10 to 6 years.
If A does not confess, but B confesses, A will
get a maximum sentence of 10 years, and B
will get the minimum sentence of 4 years.
If A confesses, but B does not confess, A will
get a reduced sentence of 4 years, and B will
get the maximum sentence of 10 years.
If both A and B do not confess, they can be
convicted only for the lesser offense and
sentenced for 2 years.

A Model of Conflict

A Model of Conflict
Antecedent
conditions:Sources
of
conflict namely process, demographics and
structural.
Behavioral Changes:- Conflict may affect
the behavior of parties toward each other.
Structure Formation:- As the conflict
intensifies, the parties may restrict free
communication and interaction.

Decision Process:- When decision cant be

reached incase of win-lose conflict a mediator or
arbitrator may be selected by the parties.
In the case of superiorsubordinate conflict, the
decision is often made by the superior.
In the case of conflict between two managers,
the superior of the two parties is often called
upon to make a decision to resolve the conflict.
Conflict Aftermath:- Usually the resolution of
conflict leaves a legacy which will affect the
future relations of the parties and their attitudes
toward each other. A problem-solving approach
for the management of conflict may lead to
greater commitment to the agreement reached

Consequences of Interpersonal Conflict

Integrating Style:- Increase in organizational

commitment,
performance
outcomes,
job
outcomes and interpersonal outcomes.
Compromising Style:- Positively associated
with
interpersonal outcomes.
Dominating style:- Negatively associated with
interpersonal outcomes and job satisfaction.
Avoiding style:- Negatively associated with
interpersonal outcomes.
Obliging style:- Negatively associated with
interpersonal outcomes.

Sources of Interpersonal
Conflict
Personality
Bases of Power
Organizational climate
Referent-role

Personality:Extroverts are more likely to strive for

integrative style of handling conflict.
Feelers handle conflict through compromising
and obliging styles.
Thinkers handle conflict through dominating
and integrating styles.

Bases of Power:Coercive power increases conflict and is

positively related with dominating style.
Non coercive power decreases conflict and is
positively associated with obliging and
integrating style.

Organizational climate:-

An organizations culture refers to the

shared assumptions, attitudes, values,
beliefs, expectations, and norms. The
effect of culture on conflict influences the
long-term growth and adaptability of the
organizations.
Referent-role:The managers are primarily obliging in
dealing with their superiors, integrating
with subordinates, and compromising with
peers. Back-up (unusual) styles are only

Managing Interpersonal
Conflict
The management of interpersonal conflict
essentially involves teaching organizational
members the styles of handling interpersonal
conflict to deal with different situations
effectively.
Diagnosis:The diagnosis of interpersonal conflict can be
performed by such methods as self-reports,
observation, and interviews.

Measurement:1. The styles of handling interpersonal

conflict used by the organizational
members to deal with different situations.
2. Factors that affect the styles of handling
conflict.
3.Effectiveness of the individual members
of an organization.

Analysis:The

styles of handling interpersonal

conflict utilized by the members of various
units, departments, or divisions and
whether they deviated from the national
norms significantly.
Whether organizational members are
using appropriate behavioral styles to deal
with different situations effectively.
Relationships of the styles to situations
and individual effectiveness.

Intervention
The intervention strategies for the
management of interpersonal conflict
are:
Process

Structural

Process
The objective of a process intervention is
to help the organizational members to
enhance their integrating style of handling
conflict by changing their attitudes and
behavior.
A transactional analysis training may be
useful for them.
Transactional Analysis:- A transactional
analysis intervention can enable the
members of an organization to improve
their
communication
skills
and
consequently the styles of handling conflict

Aspects of Transactional
Analysis
The three aspects of transactional
analysis are:
1) Structural Analysis
2) Transactional Analysis Proper
3) Life Positions

1) Structural Analysis
Structural analysis is the study of ego states.
Human beings interact with each other in
terms of three psychological states which are:
a) Parent ego state: It reflects the attitudes,
values, and behavior of authority figures,
especially parents.
b) Adult ego state: It represents the rational
part of personality.
c) Child ego state: It reflects the
experiences and conditions of early childhood.

2) Transactional Analysis
Proper
The basic unit of communication is called a
transaction. Transactions may be classified
as:
a) Complementary Transaction
b) Uncomplementary Transaction
c) Ulterior Transaction

a)

Complementary

Transaction:-

Complementary transaction occurs when they

are parallel; that is, a message sent from one
ego state receives an expected response from
the
appropriate
ego
state
of
the
other party.

b) Uncomplementary Transaction:It occurs when a message from one ego state

receives a response from a different ego state
than intended.
This happens when stimulus and response
cross on the PAC transaction diagram.

c) Ulterior Transaction:- It occurs

when the overt stimulus indicates a
transaction at one level but the underlying
intent of it may place the transaction at
another level.

3) Life Positions:If an individual is communicating primarily

from one ego state, it can correspond to
one of these four positions:

Structural
The two structural arrangements that
are necessary to deal with conflicts
between two parties when they fail to
resolve their disagreements are:
a) Appeal to Authority
b) Use of Ombudsmen

a) Appeal to Authority
Organizations allow members to appeal to

a common superior if two or more

members, at the same organizational level,
fail to resolve their disagreements.
The common supervisor can make a
decision that will be binding on the two
parties involved in conflict, and the
supervisor has the right to enforce her or
his decisions.
This system can work effectively if the
supervisor is respected by the conflicting
individuals, understands the complexity of

b) The Use of Ombudsmen

An ombudsman is a mediator who ensures fair

and just application of the rules and

procedures of an organization for the
management of conflict between two or more
parties.
Ombudsmen can only make recommendations.
Two types of corporate ombudsmen:
o Helping
o Fact-finding