Exam #3 (chapters 9-11)

Felt Conflict

> parties begin to personalize perceived conflict by focusing on the conflict issue and planning conflict management strategies Ex:

What is burnout and what does it result in?

The stress processes - leading to burnout Stressors - some factors of the environment, called "stressors" can cause burnout - these are environmental factors that are difficult for a worker to deal with Burnout - wearing out from work pressures 3 factors - emotional exhaustion o feeling fatigued to face another day on the job - lack of personal accomplishment o workers beginning to see themselves as failures - depersonalization o only relevant to workers who must communicate with others interpersonally o viewing people through a negative lens; through rust colored glasses outcomes - physiological - stress, anxiety - attitudinal - forming a bad attitude for future organizational experiences - organizational - leaving the organization

Negotiation (aka bargaining)

"bargaining constitutes a unique form of conflict management in that participants negotiate mutually shared rules and then cooperate within these rules to gain a competitive advantage over their opponent" "bargaining then differs from other forms of conflict in its emphasis on proposal exchanges as a basis for reaching a joint settlement in cooperative-comparative situations" 1) bargaining is often a formal activity in which disputants settle conflicts about scarce resources or policy disagreements ^ formal bargaining is marked by a clear understanding of and adherence to the rules of the negotiation situation Ex: one rule bargainers often follow is the rule of "mutual concessions" aka if one party in the conflict gives something up, the other party should concede an issue like the value 2) bargaining often involves individuals who serve as representatives for the parties in the dispute 3) bargaining is the strategy often used to settle intergroup or interorganizational conflicts Ex: disputes between labor and management are typically settled through formal negotiation

What is emotional work?

- Involves people who are not in front line service jobs but instead hold professional positions in industries such as healthcare, education, or human services - Workers in these roles rarely have instructions on emotion management that are black and white - These individuals deal with a great deal of emotion on the job, both authentic and managed

What is emotional labor?

- Jobs in which workers are expected to display certain feelings to satisfy organizational role expectations - When performing emotional labor, workers can engage in Surface Acting, and Deep Acting

What are the types of social support?

- emotional support o letting someone know they are loved, telling messages that boost self esteem - informational support o providing facts and advice to help an employee cope - instrumental support o physical or material assistance o someone doing something for you

Phases of Organizational Conflict

-individuals in organizations do not move suddenly from peaceful coexistence to conflict-ridden relationships RATHER, people move through phases as conflicts develop and subside -organizational conflict can go through several phases before it becomes manifest in communicative interaction

5 Conflict Management Styles? When is each style appropriate or inappropriate to use? What are some pros and cons to using each style?

1) Avoidance 2) Accommodation 3) Competition 4) Compromise 5) Collaboration Managerial/Leadership Grid: Y axis = Concern for Self X axis = Concern for Others

Describe the levels of conflict in organizations

1) Interpersonal >level where individual members of an organization perceive goal incompatibility 2) Intergroup >level where there is conflict between work teams, departments; two divisions fighting over scarce fiscal resources 3) Interorganizational >level where there is conflict between two or more organizations

Describe the phases of organizational conflict and give an example of each

1) Latent Conflict 2) Perceived Conflict 3) Felt Conflict 4) Manifest Conflict 5) Conflict Aftermath

3 Stages of Organizational Crisis

1) Pre-crisis - Signal detection - Prevention - Crisis preparation 2) Crisis - There is a trigger that threatens the organizations survival or reputation - Lots of uncertainty - People try to make sense of what's happening 3) Post crisis - Communication focuses on determining responsibility, communicating with a wide range of stakeholders; apologizing Communication in an organizational crisis must deal with both external stakeholders - Customers, regulators, public And internal stakeholders - Employees, management These stakeholders will interpret events differently depending on factors such as severity, perceived responsibility for the event

What are the dimensions that we use to understand conflict management styles?

1) turn to research on the various strategies that individuals use when involved in interpersonal conflict 2) discuss the process of negotiation in managing conflict and examine the role that third parties can play in helping individuals cope with organizational conflicts 3) consider ways in which a feminist view of conflict might provide new directions for conflict research and organizational practice

What are the criteria you might use when deciding which style to use?

4 questions to think about when entering a situation with conflict: 1) How important is the issue to you? 2) How important is the issue to the other party? 3) How important is the relationship? 4) How much time do you have?

Conflict Aftermath

> conflict episode has both short-term and long-term effects on the individuals, their relationship, and the organization Ex:

Distributive Bargaining VS Integrative Bargaining

> distributive and integrative bargaining differ in terms of goals, issues, communication processes, and outcomes Distributive bargaining >one winner, one loser >withheld info to gain the fixed pot >>two conflicting parties work to maximize their own gains and minimize their losses >>the bargaining is centered on limited resources that must be divided in the negotiation (wages, benefits) >>because bargainers are working with a fixed pot - there will be one winner and one loser in distributive bargaining >>characterized by withheld information, deception, information seeking (about the other party) Integrative Bargaining >both winners >open sharing of info >>conflicting parties try to maximize gains for both parties >>bargainers discuss issues that could lead to a more creative solution to the problem at hand >>maximize joint gains >>open sharing of information --- Example: labor dispute between a nurses union and the administration of a large hospital Distributive Bargaining: -bargainers concentrate on issues such as salary, working hours, or power to make decisions and try to get as much as possible (or give as little as possible) in the negotation -bargaining sessions would be marked by distrust and information provided in spurts and starts VS Integrative Bargaining: -bargainers might consider the mutual benefit of a new organizational model in which nurses are part of the fiscal decision making group and gain more voice in medical collaborations -the devolpment of such a solution would be difficult and would involve intense communication and problem solving bout could benefit both parties in the long run

Latent Conflict

> grounds for conflict exist because parties are interacting in interdependent relationships in which incompatible goals are possible Ex:

Perceived Conflict

> one or more parties perceive that their situation is characterized by incompatibility and interdependence Ex:

Avoidance

> this strategy shows little concern for your own needs or the other person's needs >>simply decide not to talk with the other person about the problem because you know that the issue will not be easy to resolve >>> rarely effective -low concern for both self and others

Interference

>> what is standing in the way of reaching the goal

Incompatible Goals

>central to most definitions of conflict and can involved a plethora of issues in the organizational setting >many organizational conflicts stem from contradictory ideas about the distribution of organizational resources (payroll and benefits) >incompatibility can disrupt organizational procedures Ex: two social workers might disagree on the best way to conduct home visits for prospective foster families >incompatibility can stem from different value orientations Ex: in mergers, conflict often arises if the culture of the acquiring company is based on values different from those of the acquired company >the basis of organizational conflict lies in the perception of incompatibility regarding a variety of organizational issues

Interaction

>conflict involves the expression of incompatibility, not the mere existence of incompatibility

Manifest Conflict

>conflict is enacted through communication ^interaction might involve cycles of escalation and de-escalation as various strategies are used Ex:

Accommodation

>this strategy does nothing to satisfy your own needs >>simply do what it takes to make the other person happy -low concern for self, high concern for others

Competition

>this strategy may get you what you want, but the other person's needs will be sacrificed in the process >>pit your will against the other person, insisting that they must do something because you can't -high concern for self, low concern for others

Collaboration

>this strategy reaches a solution that could benefit both of you -high concern for self, high concern for others

Compromise

>this strategy seems ideal in some ways, but it means that neither you or the other person will be able to follow through with what you want because each of you have to sacrifice part of what you want to get something done >>involves each of you doing part of what you need to get it done -medium concern for self and medium concern for others

Interdependence

>when the behaviors of the organizational members are interdependent, conflict arises Ex: one manager supports participative decision making, while another believes in an authoritative management style ^ this incompatibility can exist harmoniously until interdependencies develop between the two managers BUT if the two managers are asked to work together on a project or if their subordinates begin to compare notes about bosses, a conflict could ensue >>until behaviors are interdependently entwined, incompatibility need not result in conflict

Authentic Emotions VS Managed Emotions

Authentic - A nurse coping with the pain felt as a patient passes away Managed - Expressing cheer and joy to deal with difficult patients - Having to suppress and hide our true emotion

3rd Party Conflict Resolution

Bringing in a 3rd person to help solve conflict - they give insight - at times, a third party is often relied on to help resolve the conflict - we can gain important insight from those who are not directly involved in the conflictual situation - often times a 3rd party is a friend, coworker, or manager Managers as 3rd parties - may reward or punish - may establish rules - might work to change the org and prevent similar conflictual situations from arising in the future What impacts how we manage conflict? - Personality plays a small role in conflict management - The way it is framed will influence the way it is managed - Relationships > Organizational members generally prefer competitive styles when dealing with subordinates > These organizational members also prefer accommodation and collaboration when dealing with superiors > They prefer avoiding and accommodating styles when dealing with friends and peers - Cultural differences - nationality, ethnicity > When organization culture varies, it is hard to see eye to eye

Leadership through the lenses

Classical: change is viewed negatively, unless that change is carefully controlled by management - leadership is based on defined traits and abilities that only managers have Human Relations: change is seen as a human process that should factor in employee concerns - leaders are encouraged to satisfy needs of workers to foster job satisfaction Human Resources: employees are encouraged to participate in the change process in substantive ways, and the skills of leaders are adapted to specific situations Systems: change is viewed as a complex process involving interaction among multiple stakeholders - leaders are encouraged to harness the power of communication network connections Cultural: chance practices are seen as reflections of organizational practices and assumptions and effective leadership will depend on an understanding of prevailing values and beliefs Constitutive: change is an inevitable aspect of the processes through which organizations are constituted and reconstituted - leadership is a discursive process of meaning creation Critical: planned change and many leadership processes can be viewed as mechanisms through which management established power and authority - truly democratic change can enhance employee voice in the organization Feminist: alternative approaches to change and leadership are encouraged which emphasize the non-rational aspects of organizational functioning and encourage attention to mutual goals

Conflict through the lenses

Classical: conflict is viewed as a breakdown of communication and managed to the extent that the existence of conflict detracts from organizational efficiency Human Relations: conflict is viewed as evidence of faulty relationships among organizational members and parties are encouraged to avoid conflict or compromise in order to return to harmonious work relations Human Resources: conflict is viewed as a possible means for growth and development in the organization and conflicting parties are encouraged to collaborate on mutually beneficial solutions Systems: conflict is conceptualized as cycles of activities that can escalate and de-escalate and it is seen as particularly prevalent for highly interdependent parties Cultural: conflict is seen as stemming from the differential value systems of individuals and groups - factors such as national origin, age, and ethnicity can potentially heighten conflict situations Constitutive: conflict is seen as stemming from the differential value systems of individuals and groups and the frames created then shape and constrain subsequent communication in ongoing organizing Critical: superficial organizational conflicts reflect deeper imbalances of power based on issues such as class, culture, and economic factors - these imbalances are revealed and sustained through organizational discourse Feminist: conflict is seen as an opportunity to reframe organizational practices away from patriarchal and rational forms and toward patterns that support transformative and collaborative behaviors

What does emotion look like through the lenses?

Classical: emotions are not seen as an issue except to the extent that they lower worker productivity - if working conditions cause burnout, employees can be replaced quickly Human Relations: the only emotion considered is job satisfaction - stress and burnout are dealt with through emotional support or other means of boosting employee self-esteem Human Resources: emotions rarely considered in rationally designed organizations - stress and burnout are likely to be dealt with through participation or structural changes designed to enhance employee control Systems: emotions are seen as sensemaking opportunities - stress and burnout could be reduced through communication in networks of information sharing and social support Cultural: different organizational cultures provide different value systems in regarding emotional expression, compassion, and negative emotional displays such as bullying Constitutive: emotional organizational systems and conditions that breed stress and burnout are socially created through the interaction of organizational participants Critical: emotions are seen as an indicator of inequality in the workplace - critical scholars would want to educate workers to resist the acceptance of conditions that lead to stress and burnout Feminist: the shift to a consideration of emotions is seen as an important move away from patriarchal understanding of organizing - feminist values would encourage compassion as a workplace value

What is an organizational crisis?

Crisis = unplanned change Organizational crisis = a moment in the organizations history that is characterized by surprise, a threat, and the need to respond quickly

Mediation Strategies (aka tactics)

Directive - mediator initiates recommendations - directs what to do next Non-directive - mediator attempts to secure information and clarify misunderstandings - just wants to see what's going on Procedural - mediator establishes an agenda and protocol for conflict resolution - creates a procedure Reflexive - regulates the tone of interaction by developing rapport with participants, using humor, and speaking the language of each side - a reflex of tension is to lighten the situation - lightening the mood

What can intense emotions at work stem from? (e.g. tensions between private and public, conflicting allegiances, emotional "buzzing", rights and obligations)

Emotion as a part of workplace relationships - Emotion at work refers to the fact that we all experience emotion at work - Emotions can run the spectrum from compassion to bullying - Heightened emotions at work can occur due to: o Tension between private and public ♣ A private disclosure is revealed during a public meeting ♣ Friends outside - supervisor and subordinate in the o Emotional buzzing through relational networks ♣ Gossip and chatter that travels through an organization ♣ Emotions spreading throughout the workplace o Confliction allegiances ♣ Having many different loyalties, not knowing when to pick what is best for the company and what is best for the individual ♣ This can result in a lot of jealousy, betrayal, dedication o Emotional rights and obligations ♣ Having relational morality - what is fair, right, and just in workplace relationships ♣ when the norms of emotion in the workplace are disrupted, strong emotions can be seen

What are the steps of planned change?

Explore, plan, implement, integrate - Explore the need for change and possible solutions - Plan for how the change will be implemented - Implement the change and disseminate the info - Integrate the changes into day to day operations

Distributive Bargaining

Goals - maximize individual gains and minimize losses Issues - fixed-sum issues with limited resources Outcomes - compromises, trade-offs, and win-lose results Communication - information-seeking, withholding data, and deception in disclosures --- > the two conflicting parties are working to maximize their own gains and minimize their own losses > centers on the limited resources that must be divided in the negotiation (wages, benefits, hours etc) > because bargainers are working with a "fixed pot" the only possible outcomes are win-lose situations or compromises > because the bargainers are concerned with their own outcomes, communication is marked by withheld information, deception, and attempts to learn as much as possible about the other party's position

Integrative Bargaining

Goals - maximize joint gains Issues - variable-sum issues shaped by overlapping positions Outcomes - creative solutions not attributable to specific concessions Communication - open sharing of information; accurate disclosure of needs and objectives --- > the two conflicting parties are trying to maximize gains for both parties > the bargainers discuss issues that could lead to a more creative solution to the problem at hand > outcomes are often solutions that allow both parties to benefit > communication tends to be marked by open disclosure, careful listening, and multiple communication channels > can serve "as a forum for identifying problems, clarifying misconceptions, signaling needs and interests, and negotiating the meaning of organizational events"

How can we cope with burnout?

Individual coping - problem centered: figure out the issue that is causing burnout, find a solution - appraisal centered: change the way you think about the issue - emotion centered: focusing on improving your emotions Organizational coping - socialization programs - can help identify the employee role definitions - taking time outs and vacations Communicative coping: social support -we help people cope with their burnout by how we communicate with them

What are the phases of organizational conflict? Give an example

Latent conflict - Grounds for conflict exist because parties are interacting in interdependent relationships, where incompatible goals are possible perceived conflict - On or more parties perceive that their situation is characterized by incompatibility and interdependence Felt conflict - Parties begin to personalize the conflict by focusing on the conflict issue and planning conflict management strategies Manifest conflict - The conflicted is enacted through communication - Cycles of escalation - conflict escalates, deescalates, and repeat - happens in a cycle Conflict aftermath Who does the conflict effect? Individuals, relationships, organizations

When it comes to communicating leadership through framing, what do effective leaders do?

Leadership is framing, and we can frame leadership in a certain way Effective leaders manage meaning by.. - Knowing where they are and where they want to go - Recognizing both opportunities and constraints for shaping meanings - Use language in very powerful and appropriate ways

Mediatior VS Arbitrator

Mediator - does not make decisions - uses procedural tactics (see below) - attempts to help the parties facilitate the dispute, but hold no decision-making power Arbitrator - makes decisions - makes decisions that are often binding, based on the proposals and arguments of the parties involved in conflict

Define and differentiate between natural and planned organizational change

Natural Change - An organization changing with the ebb and flow of institutional life - Things that will happen in the natural organizational life cycle - Start-up phase - develops a market and creates systems and procedures - Growth phase - clients have relationships and the size of the company grows - Harvest phase - when a company serves existing clients - Decay phase - becoming less relevant in the marketplace Planned changes - Engaging in purposeful change over time - Purposeful process of change over time - When the current ways of doing things are not effective

Describe and differentiate between trait, style, contingency, and transformational leadership

Organizational leadership - It is critical that a wide array of org participants be informed about the change and feel that they are a part of the decision making process Trait theory of leadership - There are qualities that tend to be associated with leaders and that will result in success in leadership activities - Intelligence, self-confidence, determination, integrity, sociability - "You are only a leader if you have these" Style theories - blake and moutins grid - describing the behaviors of certain types of leaders - Autocratic/authoritative: my way or the highway - Democratic: encourages democracy - Laisse faire: let the team be Contingency theory - Depending on the situation, you should use different leadership styles - (If your employees are doing well on their own, use a laisse faire style) - Predicts that a leader who likes to focus on tasks would be more effective in a structured situation than a leader who likes to focus on relationships Transformation leadership model Makes a distinction between transactional and transformational leaders Transactional - A relationship where there is an exchange of some sort between leaders and followers - Exchanges a pay raise with good work Transformational - Charismatic leadership - People who transform the group - no longer a transactive relationship between leaders and followers Leaders transform the people they are leading, and create a relationship

Define and describe the 5 approaches that managers might take when communicating about change to organization members

Spray and Pray - Management showers employees with all kinds of info in hope that employees will be able to navigate through the keypoints - sort through the good and bad info to make good decisions Tell and sell - Management selects a limited set of messages regarding core organizational issues. Management tells employees about these issues and then sells employees on the positive aspects of these issues Underscore and explore - Management focuses on fundamental issues related to change success and allows employees the creative freedom to explore various policies Identify and reply - Management listens to and identifies key concerns of employees and then responds to those issues that are brought up - Here's the new change, let me know if you have any questions Withhold and uphold - Management withholds information as much as possible. - When management is confronted with questions or rumors, they uphold (deny) --- Key Findings about change - Change is valuable and necessary and can be driven by fashion and current fads - Judge change based on ebbs and flows of complex process - Symbolic participation versus participation as a resource - Stakeholders

Surface Acting VS Deep Acting

Surface Acting - Pasting a smile on your face to satisfy the requirement of having a "helpful smile" Deep Acting - More realistic emotional displays - Imagining the workplace as a friendly family place - Sympathizing with the stress of the customers who may get upset

Define conflict, focusing on the 4 I's

The interaction of interdependent people who perceive opposition of goals, aims, and values, and who see the other party as potentially interfering with the realization of these goals" 1) Interaction 2) Interdependence 3) Incompatible Goals 4) Interference

What are three factors that influence how we react to change? What is the ownership tension?

We rely on our Schemata - Knowledge structures that define the individual and collective beliefs about how organizations work and how change happens Key factors/Problems affecting the change process - Management support - Resistance o Refusing to implement or exemplify the change - Uncertainty o Not knowing/ not being trained for the change o Trying to reduce uncertainty about the change Ownership tension:

"boundary spanners"

individuals on the edges of organizations who have significant interorganizational contact (who have a hand in both sides of the conflict - they are the middle men, involved in both organizations) ^for boundary spanners, interorganizational conflict is particularly stressful because they are asked to understand the needs of both organizational insiders and the outsiders with whom the negotiation takes place

Interpersonal Conflict

level where individual members of an organization perceive goal incompatibility

Interorganizational Conflict

level where there is conflict between two or more organizations Ex: can involve competition in the marketplace, perhaps between two stores competing for the same market share or two firms trying to get the same consulting contract >> organizations that are working together, in joint operating agreements or community consortiums also has interorganizational conflicts ^ this level of conflict emphasizes the role of "boundary spanners"

Intergroup Conflict

level where there is conflict between work teams, departments; two divisions fighting over scarce fiscal resources Ex: two divisions fighting over scarce fiscal resources are involved in intergroup conflict