Define and discuss the nature of conflict in organizations. Identify and describe the common forms and causes of conflict Discuss the most frequent reactions to conflict in organizations.
Conflict
A process resulting in the perceptions of two parties that they are working in opposition to each other in ways that result in feelings of discomfort and/or animosity
Process Conflict
Relationship Conflict
Legal Conflict
Interpersonal Conflict
Causes of Conflict
Intergroup Conflict
Task Interdependence
Task Interdependence
Types of Task Interdependence
Pooled Interdependence
Sequential Interdependence
Reciprocal Interdependence
Accommodation
Competition
Collaboration
Compromise
Reference: Adapted from Kenneth Thomas, Conflict and Conflict Management, in Marvin Dunnette (ed.), Handbook of Industrial and Organizational Psychology (Chicago: Rand McNally, 1976), pp. 889935. Reprinted by permission.
Reactions to Conflict
Reactions to conflict can be differentiated by:
10
Managing Conflict
When to stimulate and when to resolve conflict in order to avoid potentially disruptive effects That both too little and too much conflict can be dysfunctional
11
Stimulating Conflict
The creation and constructive use of conflict by a manager A managed effort to reduce or eliminate harmful conflict
The goal of the overall organization which is more important to the well-being of the organization and its members than the more 12 specific goals of the conflicting parties
Conflict Resolution
Superordinate Goal
13
Liaison Roles
Task Forces
14
Survey Feedback
Third-Party Peacemaking
The process in which two or more parties (people or groups) reach agreement on an issue even though they have different preferences regarding that issue
Individual Differences
Negotiation in Organizations
Situational Characteristics
Approaches to Negotiations
Game Theory
Cognitive Approaches
16
Approaches to Negotiations
Situational Characteristics
Game Theory
Uses mathematical models to predict the outcome of negotiation situations Assumes that negotiators are always rational
Cognitive Approaches
Recognize that negotiators often depart from perfect rationality during negotiation
Try to predict how and when negotiators will make 18 these departures
Win-Win Negotiation
Maintaining relationships
19
Figure 15.4
Reference: Reprinted from Brian G. Long, Ph.D., and Ross R. Reck, Ph.D., The Win-Win Negotiator: How to Negotiate Favorable Agreements That Last. Copyright 1985, 1987 by Brian G. Long and Ross R. Reck. Reprinted with permission of Ross R. Reck, Ph.D.
20