Conflict Management Processes - CH9/Org.COMM

conflict frame

Involves different ways how a conflict can be viewed. Frames included: > identity frames > characterization frames > management frames

Personal Factors Influencing conflict

Refers to your personality and maybe your gender. Research tends to downplay the significance of one's personality on conflict, and the findings on gender are mixed. Bottom line: we really can't draw any meaningful conclusions about our personality and whether we are male or female when it comes to how we manage conflict. How we "frame" conflict may be more significant. This involves how we feel about ourselves, how we feel about others, and the situation itself.

Third-Party conflict

in some case this could be a friend or someone who can be a neutral set of eyes and ears. On a larger scale, the ____ is usually either a mediator or an arbitrator.

Bargaining and Negotiation

constitute a unique form of conflict management where participants negotiate mutually shared rules and then cooperate within these rules to gain a competitive advantage over their opponent (p.165)

cultural factor

culture can vary from company to company as well as portions or subcultures within the company might see other departments in different cultural lights. (p.170)

management frames

disputants consider ways in which the conflict has been managed in the past or might be managed in the future.

interdependent

incompatibility can exist harmoniously *until interdependencies develop* between two members, each with a unique mgmt. style then conflict can arise.

"frame" conflict

This involves how we feel about ourselves, how we feel about others, and the situation itself.

Conflict (Putnam & Poole) [highlights 3 I's of conflict]

the interaction of interdependent people who perceive opposition of goals, aims, and values, and who see other party as potentially interfering with the realization of these goals.

Three I's of conflict

1. Incompatible goals 2. Interdependence 3. Interaction

5 Phases of Organizational Conflict (Pondy)

1. Latent conflict 2. Perceived conflict 3. Felt conflict 4. Manifest conflict 5. Conflict aftermath

5 Conflict Management styles

1. competition 2. collaboration 3. compromise 4. avoidance 5. accommodation

avoidance

> a reaction to conflict > ignores the problem by doing nothing at all, or by minimizing the disagreement. > low concern for others, low concern for self

Analysis of conflict styles (Thomas)

> adapted the "Grid" for conflict situations. > re-conceptualized the 2-dimensions for "concern for self" and "concern for others".

compromise

> balanced concern for self, balanced concern for others

latent conflict

> conditions are ripe for conflict. > because interdependence and possible incompatibility exist between the parties.

Interorganizational level of conflict

> conflict between two different organizations. > can involve competition in a marketplace. > may be among organizations "working together" on joint ops. agreements or community consortiums (see boundary spanners).

intractable conflict

> conflict which is long-standing and eludes resolution > difficult to resolve; does not mean "unresolvable" > intense, frustrating, complex > no readily conceivable solutions

Managerial/Leadership Grid (Blake & Mouton)

> considered the "conceptual grandparent" of conflict style research.

formal bargaining

> disputants settle conflicts about resources or policy > marked by clear understanding and adherence-to the rules of the negotiation > rule of "mutual concessions" one party gives something up; the other party should give-up something of equal value (p.165)

conflict aftermath

> emphasizes that conflict can have both short-term/long-term consequences > even after conflict is settled it can change the nature of the individuals, their relationship, and their functioning w/in the organization.

Mediation

> helps the parties find their own way to a solution. > suggest & recommend but cannot dictate or decide Mediator's tactics: > directive: initiates recommendations > non-directive: secures information & clarifies misunderstandings > procedural: establishes agenda & protocol > reflexive: regulates the tone of the interaction by "developing rapport with participants using humor and speaking the language of each side" (p.167)

Collaborate

> high concern for self, high concern for others

boundary spanners

> individuals on the "edges" of organizations who have significant interorganizational contact. > their role can be stressful because they must understand the needs of both organizational insiders and outsiders with whom the negotiation takes place.

accommodating

> involves giving in to the other party's needs or desires > sacrifices one's owns needs or desires > opposite of competing > high concern for others, low concern for self

characterization frames

> involves how disputants see the other parties in the conflict > often involve polarized & stereotyped categories for understanding others

competition

> involves your will against the other party > sacrifices opponent's needs or desires > high concern for self, low concern for others

integrative bargaining

> negotiation where both party's benefit > mutual trust and problem solving > open disclosure, careful listening, multiple communication channels (p.166)

perceived conflict

> one or more of the parties believe that incompatibilities and interdependence exist. > it is possible to have latent conflict w/o perceived conflict (and vice versa).

Critique of conflict styles construct

> over estimates the role of power and conflict > underestimates shared values > downplays important role of nonverbal & non-rational communication might play in conflict mgmt. > "grid" does not reflect complex nature of conflict

felt conflict

> parties begin to formulate strategies/goals on how to deal with the conflict and consider outcomes that would/would not be acceptable.

identity frame

> refers to how stakeholders describe their own roles in the conflict

manifest conflict

> strategies/goals are enacted thru communication. > Interaction might involve cycles of escalation and de-escalation as various strategies are used.

Interpersonal level of conflict

> the level given the most attention of research. > the level at which individual members of the organization perceive goal incompatibility.

relational factors

> the relationship between parties > hierarchical position of the individuals > how the relationship influences the interaction through which conflict is managed (p.170)

distributive bargaining

> two conflicting parties work to maximize their own gains and minimize their own losses. > bargainers working with a "fixed pot" (wages, benefits) > the only possible outcomes are win-lose solutions > communication is marked by deception > must learn about the other party's position (p.166)

Managing Organizational Conflict

> we use the term "conflict management" vs. "conflict resolution" because ongoing nature of conflict and complexity of most conflict situations.

Levels of organizational conflict

Interpersonal level Intergroup conflict Interorganizational conflict

arbitrators

_____ have final say, ultimate decision-making power and there is no compromise

Dissent

a specific kind of conflict in which an employee has a disagreement with the organization or supervisor and chooses to voice that disagreement (p.164)

Intergroup level of conflict

conflict that emerges between work-groups, teams, unions, departments, etc. in an the company organization

Factors Influencing the Conflict Management Process

personal, relational, and cultural factors within conflict

interaction

the *expression* of incompatibility (not mere existence of incompatibility) via communication.

incompatible goals

the basis of organizational conflicts lies in the perception of incompatibility regarding a variety of organizational issues.