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Conflict Management Processes

Conflict Management Processes. Chapter 9. Assumptions. Harmony is normal and conflict is abnormal. Conflict and disagreements are the same thing. Conflict is just a break down of communication. Conflict should never be escalated & always avoided. Conflict mang. should be orderly & polite.

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Conflict Management Processes

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  1. Conflict Management Processes Chapter 9

  2. Assumptions • Harmony is normal and conflict is abnormal. • Conflict and disagreements are the same thing. • Conflict is just a break down of communication. • Conflict should never be escalated & always avoided. • Conflict mang. should be orderly & polite.

  3. Assumptions • Anger and hostility are the predominate emotion. • One should fine the “right” way to resolve conflict. • Conflict is always bad. • Manage means to suppress, ignore, or avoid. • Other assumptions about conflict?

  4. Conflict • The interaction of interdependent people who perceive opposition of goals, aims, and values and who see the other party as potentially interfering w/ the realization of those goals. (Putnam & Poole) • Key components (4 I’s) • Incompatible (multiple levels) • Interdependence (only when conflict can arise) • Interaction (expression of conflict) • Interference (perceived and real)

  5. Levels of Conflict • Interpersonal- individuals perceive goal incompatibility (intra-group) • Intergroup- considers the disagreements of people in parties with in an organization, ex. Departments • Interorganizational- disputes between two or more organizations

  6. How does conflict manifest itself if improperly managed? • Competition • Disputes • Decreased satisfaction • Inefficiency • Low morale • Sabotage • W/holding information • Others?????

  7. Phases of Conflict • Latent-grounds for conflict exist among individuals in interdep. relationships • Perceived-one or more of parts. Realize their situation (incomp. & interdep.) • Felt-personalize perceived conflict by focusing on conflict issue & planning response strategies • Manifest-participants enact conflict through communication • Aftermath-short & long term effects on individual, relationship, & organization

  8. Conflict Styles • Managerial Grid (p. 198)-predisposition to handling conflict situations that lead to specific strategies • Concern for self • Concern for others • 5 Conflict Styles • Avoidance • Accommodating • Compromise • Collaboration • Competition

  9. T/K Model of Conflict Management Styles • Serves as a nice entry point • Conflict management is not static but dynamic • Organizations are systems – that styles are not isolated • My perception of mine might be different from your perception of my style • Conflict mgmt. is process oriented • Styles and tactics are contextual

  10. Critique of TK Grid • Treats the individual communicator as the sole benchmark for conflict • Not just 2 dimensional • Downplay importance of NV and irrational communication • Ignores context (organization, task, relationship)

  11. Kinds of Bargaining • Distributive • Conflicting parties try to maximize their own goals and minimize their own losses • Centers on limited resources that must be divided (ex. Wages, benefits) • Communication is marked by withheld information, and deception

  12. Kinds of Bargaining • Integrative • Conflicting parties are trying to maximize gains for both parties • Bargainers discuss issues that would lead to a more creative solution • Communication is marked by open disclosure, careful listening, and multiple communication channels

  13. 3rd Party Conflict Resolution • Managerial Conflict Resolution (p. 203) • Outside Conflict Resolution (mediation) • Direct tactics • Non-direct tactics • Procedural tactics • Reflexive tactics

  14. Influencing Factors • Personal (limited impact) • Personality (plays small role) • Gender (research contradicts stereotypical expectations) (p. 205) • Framing (Spotlight on Scholarship-p. 206) • Relational • Hierarchical position • Co-orientation • Agreement • Accuracy • Perceived accuracy • Cultural • Communication channels & support • Climate

  15. Communication Climates (Gibbs) Defensive Supportive Evaluation Description Control Problem orientation Strategy Spontaneity Neutrality Equality Superiority Empathy Certainty Provisionalism

  16. Organizational Climate • A relatively enduring quality of the internal environment of an organization that is • Perceived & experienced by its members • Influences their behavior • Can be described in terms of the values of a particular set of characteristics of the organization (such as responsibility, standards, reward, team spirit) (Tagiuri) • The perceived quality of relationships & communication in the organization; the degree of involvement & influence(Redding)

  17. NYPD BLUE…CHECK OUT THE CLIMATE IN THIS WORKPLACE? • HOW WOULD YOU CLASSIFY THE CLIMATE? PROVIDE DETAILED EXAMPLES.

  18. What to do? • Check perception • Clarify communication • Change strategies • Defuse or reduce anxiety of moment • Consider third party intervention • Traditional vs. Alternative Model (p. 210) • Passive-aggressive article • Give up/walk away?!?!?!?!

  19. Spotlight on Scholarship • Making Sense (p. 206) • Intractable conflict • Conflict frames • Identity frames • Characterization frames • Conflict management frames

  20. Approaches to Process ?????? How conflict mang. would be considered by these different approaches: • Classical • Human Relations • Human Resources • Systems • Cultural • Critical

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