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Organizational Conflict

Organizational Conflict. The Good, The Bad, and T he Ugly. Conflict Definition. “A process that begins when one party perceives another party has or is about to negatively affect something the first party cares about.”

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Organizational Conflict

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  1. Organizational Conflict The Good, The Bad, and The Ugly

  2. Conflict Definition • “A process that begins when one party perceives another party has or is about to negatively affect something the first party cares about.” • This can range from a simple difference of opinion to overt acts of violence • Is organizational conflict negative or positive?

  3. Conflict Definition • “A process that begins when one party perceives another party has or is about to negatively affect something the first party cares about.” • This can range from a simple difference of opinion to overt acts of violence • Is organizational conflict negative or positive? Yes

  4. Conflict Cultures Embrace & Manage • Traditional View of Conflict • Interactionist View of Conflict • Resolution Focused View of Conflict Suppress Indulge

  5. Antecedents to Conflict • Communication – Either too much or too little • Structure – Jurisdictional ambiguity and interdependence • Personal Variables – I hate you and you hate me

  6. Types of Conflict • Task Conflict – Is related to goals and the actual work that gets done • Process Conflict – This is related to how the work gets done • Relationship Conflict – This is related to interpersonal relationship breakdowns

  7. Conflict Handling Intentions • Compromise • Win-Lose • Win-Win • Lose-Win • Lose-Lose

  8. Conflict Outcomes

  9. Conflict Outcomes

  10. Supervisor Involvement When does a supervisor become a “conflict resolver?” • When a law, policy, or rule is being broken • When the involved parties’ performance starts to suffer • When the climate gets so bad that morale or other employee’s performance begins to suffer

  11. Supervisor’s Role Mediator – a “neutral” third party who facilitates a resolution by “forcing” the conflicting parties to come together and by encouraging honest communication. • Non-Coercive and unbiased Arbitrator – A third party who can dictate an agreement on the conflicting parties. • Because it’s a “forced” solution conflict may arise again.

  12. Conflict Management Techniques Resolution – • Problem Solving • Superordinate Goals • Expansion of Resources • Avoidance • Smoothing • Compromise • Authoritative Command • Altering the Human Variables • Altering the Structural Variables

  13. Conflict Management Techniques Stimulation – • Communication • Bringing Outsiders • Restructuring the Organization • Appointing a Devil’s Advocate

  14. Modeling the Way Don’t Confuse Stories With Facts Ask Yourself “Why Would a Decent Person do This?” Check Your Perceptions by Telling at Least Two Stories to Every Situation Use Your Self-Awareness and Self-Control Path to Action See/Hear Tell a Story Feel Act Crucial Conversations: Tools for talking when the stakes are high. Patterson, Greeny, et al.

  15. Organizational Conflict • Functional Conflict vs. Dysfunctional Conflict • Don’t let Process and Task Conflict Become Relationship Conflict • The Conflicts That Cause the Most Trouble are Those That are Never Addressed Directly

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