Week 11 Conflict Flashcards
(25 cards)
What is conflict?
A process that occurs when one person, group, or organizational subunit frustrates the goal attainment of another.
What are the 4 levels of conflict and explain?
- Intrapersonal: primary symptom= stress. Problem within you
- Interpersonal: 2 people
- Intragroup: conflict within the team/group
- Intergroup: between two groups, between two departments.
What are the 3 traditional view of conflict
- Negative, dysfunction detrimental: Believe it will lead to adverse effects that could affect productivity.
- Distracts managers: It will distract people; it will reduce the concentration on job.
- Managers motivates to eliminate or suppress conflict: Want to eliminate or suppress conflicts. The problem with this view is that you are not trying to resolve the problem.
What is the contemporary view of conflict
- Benefits of conflict are recognized:
- Catalyst for change
- Force organizations to re-examine goals and reset their priorities
- Push people to face issue that they haven’t looked at.
- Welcome uncertainty, ambiguity.
*Realzation that supressing conflict will lead to further negative consequences - Conflict is seen as inevitable rather than avoidable
What are the 5 causes of Conflict
- Group identification and intergroups bias
- Interdependence
- Differences in power, status culture
- Ambiguity
- Scarce resources
Explain group identification and intergroups bias from the 5 causes of conflict
‘‘We’’ ‘’they’’ phenomenon. We are better than you. Our subculture is more important than yours. My group vs your group.
Explain interdependence from the 5 causes of conflict
Situational interdependence can cause conflict, and reciprocal interdependence (angry bc all tasks are relied to each other)
Explain differences in power, status culture forms the causes of conflict
Flaunting their status.
Explain ambiguity from the 5 causes of conflict
confusion, lack of understanding. Jurisdictions (these are my clients, you are emerging in my territory)
Explain the Scarce resources form the 5 causes of conflict
Not everybody can get what they want.
What are the 3 types of conflict?
- Relationship conflict (the who): Conflict because of nature of work to be done. ‘’What do you wan me to accomplish?’’. Interpersonal tensions among individuals that have to do with their relationship per se, not the task at hand
- Task conflict (the what): How to get tasks done ‘‘I don’t know how to write these reports’’. Disagreements about the nature of work to be done
- Process conflict (the How): differences in attitudes, cultures. Disagreements about how work should be organized and accomplished
What are the 5conflicts of dynamics withing group
Changes within each group
- Loyalty to group more important
- Increased concern for task accomplishment: Quick to kick tell other group members the truth (we need to do better)
- Autocratic leadership: one of the people will say ‘’ here’s what we need to know’’
- Group structure more rigid: more cohesive, work close together
- Group cohesiveness increases
What are the 4 conflict dynamics
Changes in relations between groups
Conflict between two groups
* Information is also distorted
* Interaction/ communication decreases: Stop talking
* Win-lose
* Increased hostility towards rival group
What are the 5 approaches to managing conflict?
*look at slide for x and y-axis
- competing
- collaborating
- compromise
- avoiding
-accommodating
Explain competing from the 5 approaches to managing conflict
- Competing: Conflict management style that maximizes assertiveness and minimizes cooperation. We see this used when:
1. We have a lot of power.
2. Almost a 100% sure of your facts.
3. Win-lose situation, I’m going to go into competition.
4. You will not have to interact with other person again.
5. Emergency situations
Explain avoiding from the 5 approaches to managing conflict
- Avoiding: Low assertiveness and low cooperation
1. Short-term reduction stress strategy (helpful to reduce hostility)
2. If the issue is trivial
3. When information is lacking
Explain collaboration from the 5 approaches to managing conflict
- Collaboration: A conflict management style, an attempt to win-win. Satisfies both outcomes
1. Just starting, do their best
2. See this when conflict is not yet intense.
3. Have lots of time
Explain compromising from the 5 approaches to managing conflict
- Compromising: a compromise between pure competition and pure accommodation. Intermediate levels of assertiveness and collaboration.
Explain accommodating from the 5 approaches to managing conflict
- Accommodating: one cooperates with other person while not asserting their own interests. Us this when
1. When I’m wrong
2. When issue is more important to the other person
3. Try to build goodwill
Name 5 ways to manage conflict
* see slide
- Too much and too little is bad, some is ok.
- Emphasize common goals; getting people on the same page. Strong culture are always on the same page. Emphasize on where we’re going( see light at the end of the tunnel)
- Reduce differentiation: common goals of motivation, similar ways of thinking, diverse but with alignment still.
- Improve communication and understanding cross culturally body language, expression
- Clarify rules and procedures: Reduce ambiguity by putting a system in place.
What are the 5 ways to manage conflict with negotiation
- negotiation
- distributive negotiation
- Integrative negotiation
- third party involvement
- types of arbitration
Explain negotiation (3 most common types of negotiation)
Negotiation: 3 most common types of negotiation
Salary negotiation
Union management
A complaint in a non-union environment (HR representative helps to negotiate)
Explain distributive negotiation
Distributive Negotiation: gain-lose negotiation. My gain= your loss. Win-lose negotiation between parties. There is always a fixed pie.
Explain integrative negotiation
and third-party involvement
Integrative negotiation: Win-win, rare.
Third party involvement: conciliator (in union), arbitrator (when you don’t have right to strike), mediator.
