Chapter 11

Collaborating Behavior

(Unassertive, Cooperative) Attempts to satisfy the demands and concerns of both parties in a conflict situation, it is a type of conflict behavior that few possessions yet many desire.

Structural Interventions

Designed to reduce conflict by expanding and altering preexisting conditions of the organization that promotes conflict.

Interorganizational Conflict

Occurs when different organizations share a common purpose but disagree about how that purpose will be achieved.

Relationship Conflict

"Interpersonal Incompatibility" among group members.

Compromising Behavior

(Intermediate in both assertiveness and cooperativeness) People who exist this type of conflict behavior realize that they cannot always get what they want and further recognizes that conflict resolution demands some give and take by both sides.

Avoiding Behavior

(Unassertive, Uncooperative) Neglects both the persons own concerns and the concerns of other persons. People exhibiting avoiding behavior want a minimal amount of friction in their interactions and do everything in their power to make sure no problems occurs b/w themselves and others.

Accomodating Behavior

(Unnassertive, Cooperative) Satisfies the concerns the individual rather than one's own concerns in a conflict situation. This one would neglect one's own interests and maximize another, yet we all know this does not happen in everyday life.

6 Stages of Conflict Management

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Conflict Management

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4 Types of Conflict

1) Personal Conflict; 2) Group Conflict; 3) Task Conflict; 4) Relationship Conflict

Integration

Active projects develop that support the common good and other party growth.

Collaboration

Assumes moderate ill will between disagreeing parties, but common activities are still pursued.

Process Interventions

Attempt to be one directly involved in the ongoing sequence of events.

Structural Intervention

Attempts to alter the conditions in an organization that influences the direction of conflict episodes. Each intervention aims for conflict resolution

Contextual Modification Interventions

Attempts to change the context in which parties interact. Such changes typically require forceful management and leadership in policy development process.

Interdependence

Both Parties become active toward a common good.

Manifest Conflict

Characterized by the overt or covert behavior to bring out the conflict. Manifest Conflict takes the covert form of deliberate blockage by one party of the others party goals.

Interorganizational Conflict (b)

Conflict arises when an organizations (such as one component of the Criminal Justice System) perceives its goals and objectives to be in conflict with other of other organizations.

Conflict (c)

Conflict can be viewed from the individual employees cognitive states.

Conflict (b)

Conflict in organizations can be understood as producing affective states in workers such as stress, hostility, or anxiety.

Conflict (d)

Conflict in organizations has been examined by exploring the conflict behaviors itself, whether it is passive resistance or outright confrontational or aggressive behavior.

Conflict

Defined as a dynamic process in which 2 or more individuals in an organization interact in such a way as to provide "conflict episodes" that may or may not lead to hostile behaviors.

Task Conflict

Disagreement among group members about the content of the tasks being performed.

Confrontation

Each Party Assumes ill intent by the other party.

Horizontal Conflic

Established by unites that are the same hiearchial level in an organization. Most evident when there is too much concern for task accomplishment within one unit.

Vertical Conflict

Exists b/w workers at different levels in an organizational hiearchy.

Conflict of Interest

Exists in organizations when the concerns of 2 parties in an organization are incompatible

Personal Conflict

Exists within the individual and usually is some form of cognitive conflict. Form of Conflict Results form failed expectations.

Constituent Pressure

Forces cohesiveness b/w groups

Intra-Organizational Conflict

Generated by the structural makeup of an organization--that is by formal authority in the organization and how it is delegated.

Intergroup Conflict

Groups within an organization compete for valuable and limited resources.

Collaboration

Ill intent still remains b/w the parties but certain activities are accepted between them.

Stages of a Conflict Episdoe

Latent Conflict, Perceived Conflict, Felt Conflict, Manifest Conflict

Parallel Striving

May Increase Efforts of groups to work towards organizational goals, whereas mutual interference disrupts each group's attempt to accomplish organizational goals.

Cooperation

Neutral Intent of parties while activities in common are planned and carried out

Group Conflict

Occurs in organizations when individual members disagree on some form of common interest.

Felt Conflict

Occurs when a party personalizes the conflict situation. Once personalized, the conflict not only is felt be the individual concerned, but may also become dysfunctional for the organization.

Role Ambiguity

Occurs when a subordinate percieves that information about the required tasks of the job unclear and inconsistent, whereas role conflict occurs when a subordinate perceives incompatiable expectations about how the tasks should be performed.

Interaction Management

Occurs when a supervisor intervenes directly in the conflict situation between 2 subordinates, suggesting how the 2 parties can change their behaviors to resolve this conflict and avoid future conflicts.

Role Conflict (Most Common)

Occurs when an individual is not able to comprehend or accomplish assigned tasks. Source of the conflict may be faulty communication between subordinate and supervisor; disagreement b/w the subordinate about tasks required, etc.

Perceived Conflict

Occurs when at least one of the 2 parties recognizes that a conflict situation exists. When they do they make seek to escalate the conflict or choose to deflect it.

Conflict Behavior

Occurs when one person is willing to place his or her own concerns above the concerns of the other person. Typically force and even violence occur in this conflict situation.

Organizational Policy

Often Created to minimize a conflict. However, it rules are but the results of "political struggles". We would expect the rules and organization policies are only a short term response.

Truce

Parties forced to end confrontation by 3rd Party

Line-Staff Conflict

Readily apparent in public organizations, where staff personnel are used to augment and supplement the work of line managers.

Conflict Aftermath

The antecedent condition are not addressed but are only suppressed for the short term, then the conflict will continue to surface like a wound that has not been properly attended to.

Latent Conflict

Typically rooted in competition for scarce resources drives for autonomy, or divergence of subunit goals

Selection Interventions

Use screening procedures to choose the best people suited for organization and the job.