Chapter 11

conflict behaviors (2/2)

Different combinations of cooperativeness and assertiveness produce five distinct conflict behaviors. 1) Competing (assertive, uncooperative) -when one person places his or her concerns above those of the other person. 2) Accommodating (unassertive, cooperative) - satisfies the concerns of the other individual rather than one's own. 3) Avoiding (unassertive, uncooperative) - neglects both concerns. 4)Collaborating (assertive, cooperative) - attempts to satisfy the concerns of both parties, "win-win" 5)Compromising (intermediate in both assertiveness and cooperativeness) - seeks the middle ground. Thomas (1985) identifies two ways of dealing with conflict situations. Process interventions - attempts to become directly involved in the ongoing sequence of events that resolve the conflict. Structural interventions-are designed to reduce conflict by examining and altering preexisting conditions of the organization that promote conflict.Each approach attempts to resolve conflict. Equally effective in intraorganizational and interorganizational conflict.

(2/4) Group

Occurs when individuals disagree on some point of interest or compete for resources is called intergroup.

Five stages of a dynamic conflict episode (Pondy, 1967)

1) Latent conflict - occurs when the conditions that are the underlying sources of the conflict are present. 2) Perceived conflict - occurs when at least one of the two parties recognizes that a conflict situation exists. 3) Felt conflict - occurs when disagreeing parties feel tension, personalizes the conflict situation. 4) Manifest conflict - characterized by overt or covert behavior to bring out the conflict. 5) Conflict aftermath - may occur when the past conditions of the conflict are not resolved satisfactorily.

Conflict Defined

A dynamic process in which two or more individuals in an organization interact in such way as to produce "conflict episodes" that may or may not lead to hostile behaviors (Pondy, 1985). Pondy describes conflict episodes as a dynamic process in which two or more individual in an organization interact, and which may or may not lead to hostile behaviors.

Conflict behaviors (1/2)

Awareness of conflict behaviors helps us understand the role conflict plays in criminal justice organizations. Thomas (1985) proposed a two dimensional model each representing an individual's intention in a conflict situation.

(3/4) Intraorganizational (within the organization)

Caused by the structural makeup and delegation of authority in an organization. Four major types: Vertical conflict: Exists between those at different levels in an organizational hierarchy. Horizontal Conflict: Is exhibited by units that are at the same hierarchal level in an organization. Line: Staff conflict is apparent in public organizations, when staff personnel are used to augment and supplement the world of line managers. Role conflict: Occurs when an individual is not able to comprehend or accomplish assigned task.

Conflict management

Consciousness-raising interventions - direct attempts (by supervisors) to change experiences that shape the parties' behaviors. Occurs in six stages: Confrontation - each party assumes ill intent. Truce - confrontation ended by a third party. Collaboration - ill intent remains but work goes on. Cooperation - common activities are completed. Interdependence - both work to resolve conflict. Integration - support for common good and growth

Structural interventions

Designed to reduce conflict by examining and altering the organizational preexisting conditions that promote conflict. Selection and training interventions. (people) Screening procedures to find qualified people. Training to insure employees understand objectives. Contextual-modification interventions. (situations) Change the context in which the parties interact. Aggressive leadership in policy development process.

Louis Pondy

Identified three primary causes of latent conflict: Competition for scarce resources. Autonomy or "protecting one's turf". Goal divergence, rejection (and how to accomplish the goal).

Interorganizational (Outside the organization)

Occurs when different organizations share common purpose but disagree about how that purpose will be achieved. Common form of conflict between components of the criminal justice system. Best solved through improved communications between agencies. Even when solved it can exist among individuals actors within separate agencies.

Louis Pondy

Pondy (1983) suggests four ways of understanding conflict in organizations: 1. Previous conditions - resource scarcity, policy differences, disagreement. 2. Producing affective states in workers - stress, hostility, or anxiety. 3. Individual cognitive states - the employee's awareness of the conflict. 4. The conflict behavior itself - passive resistance, outright confrontation, or aggressive behavior.

Stress

Stress would be considered an example of an individual's affective state brought on by conflict

Four general types of conflict within organizations (1/4) Personal (Exists within the individual)

Usually caused by some form of cognitive conflict. Typically the result of failed expectations. Typically personal conflict is a result of not meeting one's expectations.

Five basic conflict styles

Withdrawing ( Avoiding), Smoothing ( accommodating), Forcing ( dominating; Competing), Confronting (collaborating, problem-solving, integrating), compromising.