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ECE _ DSST Organizational Behavior

The traditional view of conflict is the belief that

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Unformatted text preview: The traditional view of conflict is the belief that all conflict is harmful and must be avoided. The early approach to conflict assumed all conflict was bad. The traditional view was consistent with the attitudes that prevailed in the 1930s and 1940s. Conflict was seen as a dysfunctional outcome resulting from poor communication, a lack of openness and trust between people, and the failure of managers to be responsive to the needs and aspirations of their employees. The human relations view of conflict is the belief that conflict is a natural and inevitable outcome in any group. Since conflict seems to be inevitable, the human relations school advocated acceptance of conflict. They rationalized its existence: It cannot be eliminated, and there are even times when conflict may benefit a group’s performance. This view dominated conflict theory from the late 1940s through the mid-1970s. The interactionist view of conflict is the belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively. This approach encourages conflict on the grounds that a harmonious, peaceful, tranquil, and cooperative group is prone to becoming static, apathetic, and nonresponsive to needs for change and innovation. The major contribution of this approach is encouraging group leaders to maintain an ongoing minimum level of conflict—enough to keep the group viable, self-critical, and creative. The conflict process can be seen as comprising of five stages. The first stage in the conflict process is that of "potential opposition and incompatibility." The first step in this process is the presence of conditions that create opportunities for conflict to arise. They need not lead directly to conflict but one of these conditions is necessary if conflict is to arise. Conditions that may lead to conflict include issues with communication, organizational structure, or personal variables. If the conditions cited in Stage 1 negatively affect something that one party cares about, then the potential for opposition or incompatibility becomes actualized in the second stage. The antecedent conditions can only lead to conflict when one or more of the parties are affected by, and aware of, the conflict. Because perception is required for conflict, one or more of the parties must be aware of the existence of the antecedent conditions. This stage is important because it’s where conflict issues tend to be defined. Stage 3 of the conflict process involves intentions , which are decisions to act in a given way in a conflict episode. Intentions intervene between people’s perceptions and emotions and their overt behavior. Intentions are separated into a distinct stage because you have to infer the other’s intent in order to know how to respond to that other’s behavior. A lot of conflicts are escalated merely by one party attributing the wrong intentions to the other party. Additionally, behavior does not always accurately reflect a person’s intentions.not always accurately reflect a person’s intentions....
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