ORGB CH 13

Superordinate goal

Organizational goal that is more important to both parties in a conflict than their individual goals.

Conflict

●Disagreement between two or more parties due to incompatible goals, attitudes, emotions, or behaviors ●Magnified by increasing competition, globalization, and diversity

What is one personality trait that many people find difficult to deal with is ???

-Abrasiveness -An abrasive person ignores the interpersonal aspect of work and the feeling of colleagues

Mangers have at their disposal a variety of conflict management styles:

-Avoiding -Accommodating -Competing -Compromising -Collaboration

Compromise Defense Mechanisms

-Compensation -Identification -Rationalization

High versus Low

-Control versus autonomy

Following factors should be considered

-Cultural difference -Gender stereotypes

There are two major negotiating approaches?

-Distributive Bargaining -Integrative Negotiation

W.F.G Masternbroek three basic types of power netowork

-Equal versus Equal -High vs Low -High versus middle versus low

Resolving Intrapersonal Conflict

-Find out about the values of the organization when seeking anew job -Perform role analysis the clarify the expectations of the parties In a relationship :Reduces the potential for conflict within a role or between roles -Develop political skills :Buffer the negative effects of stress that stem from role conflicts

Withdrawal Defense Mechanisms

-Flight -Withdrawal -Conversion -Fantasy

Equal versus Equal

-In which there is a horizontal balance of power among the parties -Suboptimization focuses on a win-lose approach

What are some types of intrapersonal conflict ?

-Interrole -Intrarole -Person-role conflict

Ineffective Techniques for Dealing with Conflict

-Nonaction -Secrecy -Administrative -Due process nonaction -Character assassination

High versus Middle versus Low

-Role conflict: in which conflicting expectations are placed on the manager form bosses and employees. -Role ambiguity: in which the expectations of the boss are unclear -Stress

Personal Factor

-Skills and abilities -Personalities -Perceptions -Value and ethics -Emotions -Communication barriers -Cultural differences

Structural Factors

-Specialization -Interdependence -Common resources -Goal differences -Authority -Status inconsistencies -Jurisdictional

Effective techniques for Dealing with Conflict

-Superordinate goal -Expanding resources -Changing personne -Changing structure -Confronting and negotiating

Managing interpersonal Conflict

-Understand power networks in organizations -Recognize defense mechanisms exhibited by individuals -Develop strategies to deal with difficult people

Interrole Conflict

A person's experience of conflict among e multiple roles in his or her life

Accommodating

A style in which you are concerned that the other party goals be met but relatively unconcerned with getting your own way

Character assassination

Attempt to label or discredit an opponent

Secrecy

Attempting to hide conflict or an issue that has the potential to create conflict

Compensation

Attempting to make up for a negative situation by devoting oneself to another pursuit with increased vigor

Intergroup Conflic

Conflict that occurs between groups or team in an organization

Interorganizational Conflict

Conflict that occurs between two or more organizations

Person-role conflict

Conflict that occurs when an individual in a particular role is expected to perform behaviors that clash with his or her personal values.

Intrarole Conflict

Conflict that occurs within a single role, such as when a person receives conflicting messages from role senders about how to perform a certain role

Intrapersonal Conflict

Conflict that occurs within an individual

Intragroup Conflict

Conflict that occurs within groups or teams

Changing structure

Creating an integrator and using cross functional teams

Displacement

Directing one's anger toward someone who is not the source of the conflict

Nonaction

Dong nothing in hopes that a conflict will disappear

Confronting and negotiating

Negotiating-Help find a mutually acceptable solution to a complex conflict

Identification

Patterning one's behavior after another's

Flight

Physically escaping a conflict

Due process nonaction

Procedures that is so costly, time consuming, or risky that no one will use it

Fantasy

Provides an escape from a conflict through daydreaming

Expanding resources

Providing more resources when conflict is due to scarcity of resources

Withdrawal

Psychologically escaping a conflict

Negativism

Responding with pessimism to any attempt at solving a problem

Stereotype Reactance

Which is a tendency to display behavior inconsistent with ( or even opposite of ) the stereotype.

Functional Conflict

•Healthy, constructive disagreement •Results in new ideas, learning, and growth among individuals •Improves working relationships -Individuals experience improved morale •Leads to innovation and positive change for the organization

Dysfunctional Conflict

•Unhealthy, destructive disagreement •Focuses on the conflict and the parties •Drains energy •Individuals act before thinking •Leads to aggressive acts or retaliation •Losses may exceed any potential gain from the conflict

Importance of Conflict Management Skills

●Major predictor of managerial success ●Reflection of emotional intelligence (EI) ●EI - Power to control one's emotions and perceive emotions in others, adapt to change, and manage adversity

Diagnosing Conflict

●Manager must look at the issue, the context of the conflict, and the parties involved ●After diagnosing the type of conflict: ●Work to resolve it ●Stimulate it

Aggressive Defense Mechanisms

-Fixation -Displacement -Negativism

Administrative Orbiting

Delaying action on a conflict by buying time

Conversion

Emotional conflicts are expressed in physical symptoms

Distributive Bargaining

Goals of the parties are in conflict and each party seeks to maximize its resources

Avoiding

Is a deliberate decision to take no action on a conflict or to stay out of a conflict situation

Integrative Negotiation

Is an approach in which the parties goals are not seen as mutually exclusive, but the focus is on both sides achieving their objectives.

Fixation

Keeping up a dysfunctional behavior that obviously will not solve the conflict

Defining moments

That challenge individual to choose between two or more things in which they believe

Cooperativeness

The extent to which you want to see the other party's concernsmet

Assertiveness

The extent to which you want your goals met

Role senders

The individual who place expectations on the person

Rationalization

Trying to justify one's behavior by constructing bogus reasons for it

Role incumbent

The person occupying the focal role

Changing personnel

Transferring or firing the individual causing conflict