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