1 / 12

Conflict

Conflict. Com 229. Why Org Conflicts Occur. Incompatible Goals Scarce Rewards (power, status, resources, etc.) Interference or Opposition Disagreement or Controversy Incongruency in the Transaction Incompatible Activities. Nonrealistic vs Realistic Conflicts. Nonrealistic

ojal
Download Presentation

Conflict

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Conflict Com 229

  2. Why Org Conflicts Occur • Incompatible Goals • Scarce Rewards (power, status, resources, etc.) • Interference or Opposition • Disagreement or Controversy • Incongruency in the Transaction • Incompatible Activities

  3. Nonrealistic vs Realistic Conflicts • Nonrealistic • The need to release tensions or aggressive impulses • Realistic • 9 antecedents to conflict • Differentiation between parties • Com barriers • Conflict over prestige, power, resources • Ambiguous jurisdiction • Dependence on one another • Association and interrelatedness of the parties • Need for consensus • Rules regulating behavior • Unresolved prior conflicts

  4. Dysfunctional Conflict • Too much energy / Too many resources demanded • Employee Turnover • Refusal to Cooperate • Absenteeism • Distrust • Polarization • Unhealthy competition • Original issue lost (?)

  5. Functional Conflict • Improves DM processes • Can “clear the air” • Territory definition

  6. Competitive Zero Sum Win/Lose Doesn’t promote excellence – trying to do well and trying to beat others are 2 difft things. Behavioral Characteristics: High in assertiveness Low on cooperative. Power & Dominance Outcomes favor the individual / his grp Force into submission “You” language / Sarcasm / Invasion of Space Styles/Strategies of Conflict Mgmt

  7. Compromise Expedient “Split the Difference” Both parties must be able to yield Not appropriate when the stakes are high for one party Behavioral characteristics Democratic methods “Let’s make a deal” Styles/Strategies of Conflict Mgmt

  8. Accommodating Generosity Self-sacrifice Yielding to the other person’s point of view Good skill to have Might have raised the issue at the wrong time/place Behavioral Characteristics: Nonassertive use of lang Extensive use of qualifiers Relationship = more important than the issue. Styles/Strategies of Conflict Mgmt

  9. Avoiding I’m not OK / You’re not OK Keep routines in place Allow planning/ delegation Causes: Perceptual distortion Insensitivity Indecision Construction of elaborate defense mechanisms Behavioral Characteristics Denial of the problem. Leave job, move, chg friendships, or withdraw Topic avoidance Joking Underresponsive-ness Styles/Strategies of Conflict Mgmt

  10. Collaboration Win/Win Maximum concern for self and other goals Confronting issues head-on Sometimes not an option Behavioral Characteristics Everyone takes a constructive role Depersonalized Comm skills Listening Positive nonverbals Styles/Strategies of Conflict Mgmt

  11. The Four Frames • Structural • Human Resources • Political • Symbolic

  12. Are You Sure You Want To Engage In Conflict? • How invested in the relationship are you? • How important is the issue to you? • Do you have the energy for conflict? • Are you aware of the potential consequences? • Are you ready for the consequences? • What are the consequences of NOT engaging in the conflict?

More Related