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OBJECTIVES LEARNING

AFTER THIS SESSION#1, YOU SHOULD BE ABLE TO:


1. Define conflict. 2. Differentiate between the traditional, human relations, and interactionist views of conflict. 3. Contrast task, relationship, and process conflict. 4. Outline the conflict process. 5. Describe the five conflict-handling intentions.

By Rajat Jhingan

Transitions in Conflict Thought

Causes: Causes: Poor communication Poor communication Lack of openness Lack of openness Failure to respond to Failure to respond to employee needs employee needs
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Transitions in Conflict Thought (contd)

Functional versus Dysfunctional Conflict

Types of 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

By Rajat Jhingan

Stage II: Cognition and Personalization

Stage III: Intentions

Cooperativeness: Cooperativeness: Attempting to satisfy the Attempting to satisfy the other partys concerns. other partys concerns. Assertiveness: Assertiveness: Attempting to satisfy Attempting to satisfy ones own concerns. ones own concerns.

Stage III: Intentions (contd)

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Stage III: Intentions (contd)

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Dimensions of Conflict-Handling Intentions

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Stage IV: Behavior

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Stage IV: Conflict Resolution Techniques


Problem solving Problem solving Superordinate goals Superordinate goals Expansion of resources Expansion of resources Avoidance Avoidance Smoothing Smoothing Compromise Compromise Authoritative command Authoritative command Altering the human variable Altering the human variable Altering the structural variables Altering the structural variables
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Stage IV: Conflict Stimulation Techniques


Communication Communication Bringing in outsiders Bringing in outsiders Restructuring the organization Restructuring the organization Appointing a devils advocate Appointing a devils advocate

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Conflict-Intensity Continuum

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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

By Rajat Jhingan

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Stage V: Outcomes (contd)


Dysfunctional Outcomes from Conflict
Development of discontent Reduced group effectiveness Retarded communication Reduced group cohesiveness Infighting among group members overcomes group goals

By Rajat Jhingan

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Conflict and Unit Performance

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Conflict and Unit Performance (contd)


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