Chapter 9: Conflict Management

Distributive bargaining

2 conflicting parties are working to maximize their own gains and minimize their own losses.

3rd party roles: Inquisitor

3rd party exercises control over both the process and the outcome of the conflict resolution

judge

3rd party exercises control over the outcome but not the process of conflict resolution

Motivator

3rd party uses threats and incentives to encourage resolution of the conflict.

Critique 3

conflict styles approach limits communication to verbal behaviors, especially those that are rational and uncomplicated, mutually exclusive across different styles, and static and unchanging.

Critique 2

conflict styles approach relies too narrowly on two dimensional theoretical models that may not be internally congruent, exhaustive, or representative of conflict-handling modes in organizations.

Criticisms of the conflict styles approach: Critique 1

conflict styles approach treats the individual communicator as the stole benchmark for conceptualizing conflict and for determining how it will develop.

Critique 4

conflict styles approach treats the organization as being in the distant background rather than in the center stage of conflict activity.

Integrative bargaining

conflicting parties are trying to maximize gains for both parties.

Levels of Organizational Conflict: Intergroup Conflict

considers aggregates of people within an organization (eg work teams, departments) as parties in the conflict.

Mediator/advisor

counsels parties who maintain control over both the process and outcome.

Procedural marshal

describes and enforces rules for conflict resolution

Accommodating

do what makes the other person happy

Phase 5: Conflict Aftermath

emphasizes that conflicts can have both short term and long term consequences

Investigator

ferrets out facts of dispute and presents them to relevant authority

Incompatible goals

"goal incompatibility" can vary a lot. For example, many organizational conflicts stem from contradictory ideas about the distribution of organizational resources.

What is conflict?

(Putnam & Poole definition) "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.

Managerial Grid

5 conflict management styles for the concern for self and concern for others.

Bargaining and Negotiation

A 2nd strategy for dealing with org conflict is bargaining/negotiation where participants negotiate mutually shared rules.

Phase 4: Manifest conflict

Conflict enacted through communication. Interaction might involve cycles of escalation and de-escalation as various strategies are used.

It is only when the behaviors of the organizational members are "interdependent" that conflict arises.

For example, a situation in which a manager supports participative decision making while another believes in an authoritative management style.

Levels of Organizational Conflict: Interpersonal Level

Interpersonal level: the level at which individual members of the organization perceive goal incompatibility.

5 phases of organizational conflict: phase1

Latent Conflict: involves a situation in which the conditions are ripe for conflict because interdependence and possible incompatibility exist between the parties.

Phases or Organizational Conflict

People move through phases as conflicts develop and subside.

Role of "interaction" in organizational conflict.

That is, conflict involves the expression of incompatibility, not the mere existence of incompatibility.

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

True

Even after a conflict is settled, it can change the nature of the individuals, their relationship, and their functioning within the organization.

True.

Incompatibility can disrupt organizational procedures.

True. a manager who believes in strict adherence to the time clock might clash with an employee that believes in a more flexible time schedule.

It is possible to have latent conflict without perceived conflict

True; different coworkers have different ideas about th ebest way to organize a report but its not an issue for either

It is possible to have perceived conflict without latent conflict.

True; if a manager and subordinate belived they had different standards about weekend work but actually had the same values.

Managing Organizational Conflict

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

Problem solver

attempts to discover underlying conditions that have led to the conflict

Mediator

attempts to help the parties facilitate the dispute but holds no decision power.

Three "I's" of Conflict:

incompatible goals, interdependence, and interaction

Boundary spanners

individuals on the "edges" of organizations who have significant interorganizational contact. Interorganizational conflict is stressful for boundary spanners cuz they are asked to understand the needs of both organizational insiders and outsiders with whom the negotiation takes place.

Levels of Organizational Conflict: Interorganizational Conflict

involves disputes between two or more organizationals. This kind of conflict can involve both competition in the marketplace, perhaps between two stores competing for the same market share or two firms trying to get the same consulting contract.

Arbitrator

makes decisions based on the proposals and arguments of the parties involved in the conflict.

non-directive tactics

mediator attempts to secure information and clarify misunderstandings

procedural tactics

mediator establishes agenda and protocol for conflict resolution

directive tactics

mediator initiates recommendations

reflexive tactics

mediator regulates the tone and interaction by developing rapport with participants using humor and speaking their language

New Directions:Dissent

occurs when an employee has a disagreement with the organization/supervisor and chooses to voice that disagreement through dissent.

Phase 2: perceived conflict

occurs when one or more of the parties believes that incompatibilities and interdependence exist.

Competition

pit your will against another

Collaborate

reach a solution that could benefit both of you

compromise

share the work

Avoidance

shows little concern for either your own needs or other

Phase 3: Felt conflict

the parties begin to formulate strategies about how to deal with the conflict and consider outcomes that would and wouldn't be acceptable.

Restructurer

uses authority to redesign the organization in a way that will resolve the conflict