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Conflict Management Processes CS 134 Organizational Communication Conflict Management Processes Conflict can be destructive and constructive Through communication, members create and work through conflicts in ways that are functional or dysfunctional Defining Conflict "Interaction of independent people who perceive opposition of goals, aims, and values, and who see the other party as potentially interfering with the realization of these goals (Putnam & Poole, 1987)" Defining Conflict Incompatible goals Interdependent behaviors Role of interaction Expression of incompatibility Conflict Contexts Conflict Contexts the organizational environment where there are two or more competing responses reacting to a single event or circumstance Conflict Contexts impact various aspects of conflict Levels of Organizational Conflict Interpersonal level Intergroup conflict Interorganizational Intrapersonal & Interpersonal Conflict Intrapersonal Conflict typically occurs in two forms: frustration and goal conflict Frustration Goal Interpersonal Conflict occurs between individual versus individual and individual versus group Levels of Organizational Conflict Intergroup Conflict members within an organization (e.g., work teams, units) involved in the conflict assign an identity to themselves and their adversaries, each side believing the fight is between "us" and "them." Levels of Organizational Conflict Interorganizational Conflict when individuals and groups within organizations are involved in conflicts, the organizations themselves usually are embroiled in disputes as well. Conflict between organizations occurs primarily in the marketplace, where organizations attempt to carve out and maintain `niches' or domains"
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Phases of Organizational Conflict Latent Conflict describes the underlying conditions in organizations and individual relationships that have the elements of potential conflict Perceived Conflict the perception of the differences in viewpoints and misunderstandings that exist between individuals and groups. Felt Conflict connects to perceived conflict that deals with the emotional impact of the perception of conflict behaviors of the involved parties Manifest Conflict refers to the actual conflict. Conflict Aftermath the outcomes of the complex interactions. Conflict is essential to growth, change and evolution of living systems Managing Organizational Conflict Conflict management vs. conflict resolution Ongoing nature of conflict Complexity of conflict situations Conflict Styles Avoidance little concern for your needs or the individual's Accommodating usually give in to another's demands because he or she does not want to hurt anyone feelings Competition characteristic of a bully, or a person who wants to get his or her way no matter what happens to others Compromise attempt to recognize the needs of both sides the in conflict Collaboration usually leads to problem solving Critique of Conflict Styles Construct Grid does not reflect complex nature of conflict Other factors than concern for self and concern for others may play a role Research has downplayed role of nonverbal and verbal communication Role of organizational setting ignored In line with bona fide groups New Directions More attention to message style and perceptions Disagreement through dissent Bargaining and Negotiation Bargaining is a formal activity
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Clear understanding of rules of negotiation Involves individuals who serve as representatives Often used to settle intergroup or interorganizational conflict Distributive bargaining Integrative bargaining Third-Party Conflict Resolution Friend or coworker Supervisor Parties from outside organization Mediator Arbitrator Tactics mediators use to facilitate communication: Directive tactics Nondirective tactics Procedural tactics Reflective tactics Personal Factors Personality plays small role in conflict resolution strategies Findings on gender differences mixed Some findings contradict stereotypes Way individual frames conflict will influence way it is managed Involves perceptions of self, others, conflict Relational Factors Relationship between parties has strong impact on conflict resolution Power Hierarchical positions of individuals Competitive styles when dealing with subordinates Accommodation or collaboration when dealing with superiors Accommodation or avoiding when dealing with peers Relationship influences interaction Struggle with needs for autonomy and connection This contradiction can cause conflict Cultural Factors National culture Ethnic and racial culture Can influence resolution process Alternative View of Conflict Concept of exchange Conflict and competition often conflated Models of conflict often a gendered practice Putnam and Kolb propose feminist view of conflict Co-construction of situation and relationship
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Collaboration Summary of Conflict Management Classical conflict is viewed as a breakdown of communication. Conflict is managed because the existence of conflict disturbs organizational efficiency. Human Relations conflict is seen as negative evidence of relationships among organizational members. Parties are encouraged to avoid conflicts to restore harmony Human Resources conflict is as a means for growth and development in the organization. Parties are encouraged to collaborate on solutions that will satisfy both parties & better organizational functioning Systems -- conflict is conceptualized as cycles of activities that can escalate and de-escalate. Culture -- conflict stems form and can be revealed through differential metaphors and value systems. Critical -- conflict reflects deeper imbalances of power based on class structure, economics, or gender and revealed & sustained through organizational discourse.