Conflict in the Organization

Chapter 9
(pp. 157-171)

Overview
Communication & Conflict Defining Conflict Origins Consequences Factors Influencing Conflict Conflict Styles Disputes and Negotiation Conflict Management & Resolution Skills

Communication & Conflict

Mild tensions vs. Incapacitation Understanding conflict is critical to communication success Communication constitutes the essence of conflict in that it undergirds the formation of opposing issues, frames perceptions of the felt conflict, translates emotions and perceptions into conflict behaviors, and sets the stage for future conflicts (Putnam & Poole, 1987)

Conflict Defined
Two or more interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving that goal (Hocker & Wilmot, 1995) Competition between interdependent parties who perceive that they have incompatible needs, goals, desires, or ideas (Van Slyke, 1999) The interaction of interdependent 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)

Conflict Defined
Interdependence Perceived Incompatible Goals Scarce Resources Interference

Social Interaction
Central to Conflict How conflict is identified and framed

Origins of Conflict
Four Events that precipitate interpersonal conflict
REBUFFS
Failure to respond to appeal for desired action

ILLEGITIMATE DEMANDS
Unjust or extreme request

CRITICISMS
Unfavorable or demeaning verbal or nonverbal act

CUMULATIVE ANNOYANCES
Repetition of instances that crosses tolerance threshold

Five Factors that favor the development of conflict

Frequency of Occurrence Goal Mutuality Goal-Path Uncertainty Attribution of Cause Negative Feelings

Consequences of Conflict
Negative Consequences Less Effective Suboptimal Productivity Inhibited Cognitive Functioning Positive Consequences Identify and Better Understand Issues Clarify Issues Creative Solutions

Factors Influencing Conflict

Content Related vs. Personal Size of Conflict Rigidity of the Issue Power Differences Individual Personalities, Traits, and Dispositions

Conflict Styles
Strategy Effectiveness
Adapt to the Situation Be Fair and Objective Appropriate and Effective Communication Mutual Awareness Open-minded Attitudes Willingness to Ignore Power Issues Problem-Solving Procedures

Characterizing Conflict Styles

5 Basic Conflict Styles
Withdrawing (Avoiding) Smoothing (Accomodating) Forcing (Dominating; Competing) Confronting (Collaborating, Problem Solving, Integrating) Compromising

Ethical Climate Determines Effectiveness of Conflict Style

Formal Procedures / Rules McKinney, Kelly, and Duran (1997) CMMS scale Ross & DeWine (1988)
Concern for other, self, and issue

Nicotera (1994)

Conflict Styles Research

McKinney, Kelly, and Duran (1997)
Concern for other and issue positively related to social confirmation Concern for other and issue positively related with social experience Concern for self negatively related to social composure

Nicotera (1994)
AVOID - evasive vs. estranged ACCOMMODATE - accommodate vs. patronize COMPETE - assertive vs. aggressive COLLOBORATE - consolidate vs. begrudge COMPROMISE - ?

Flexibility is influenced by liking, loyalty, and personality factors (aggressiveness, tolerance, and innovativeness)

Conflict Styles Research

Superiors Conflict Styles and Rewards for Subordinates
System Rewards (salary, benefits, promotions) Performance Rewards (responsibility, decision making input, meaningful/challenging work) Interpersonal Rewards (recognition, friendship, status, appreciation, feeling of belonging)

Results
Collaboration and Forcing styles predict Interpersonal and Performance Rewards No relationships identified . . . between accommodation and perceived rewards between manager conflict styles and system rewards

Conflict Styles Research

Diversity and Gender
Workplace diversity and orientations toward conflict can heighten the frequency and intensity of conflict situations Lack of understanding of cultural differences can result in conflict Personality has a greater impact on conflict style than biological sex

Disputes and Negotiation

Bargaining as Compromise
Participants negotiate mutually shared rules and then cooperate within these rules to gain a competitive advantage over opponent Bargaining and Negotiation are interchangeable Organizational Responses (Disputing Process
Instrument (DPI) Morrill & Thomas, 1992)

Aggressiveness - expense of others Authoritativeness - resources of social position Observability visible to social audience Seven Conflict Behaviors (DPI)

The Negotiation Process

The goal of negotiation is no longer exclusively getting an effective settlement
Redefinition of the problem Perceptual change in the elements of the problem New appreciation of the socio/historical context of the dispute

Communication-as-Negotiation
Transformational power that transcends notions of technical and instrumental rationality Participants define the conflict and its environment Rationality and Effectiveness (and Appropriateness) help define many aspects of organizational life

Conflict Management & Resolution Skills

First, understand the factors contributing to conflict Next, we identify the methods for resolving conflict Two Forms of Conflict Resolution Distributive Conflict Resolution
Winning through the use of negative behaviors Disagreement to prevent others from reaching their goals Serves personal needs and goals at the expense of others Conflict as WIN - lose

Integrative Conflict Resolution

Foster cooperation and shared solutions Modifying ideas, bargaining for an acceptable compromise Search for solutions and provide support for others Cooperative and not mutually exclusive Objective is to share values, highlight common objectives, and help achieve consensus Transition from distributive to integrative conflict resolution occurs when the need to accomplish a common goal is recognized.

Conflict Management & Resolution Skills

Once individuals realize that it will be impossible to achieve the desired goal without resources and abilities beyond their own, the transition can take place. INTEGRATIVE CONFLICT RESOLUTION SKILL SET Ability to establish effective working relationships Must have cooperative and problem-solution attitudes Must be able to manage the group process and group decision making be knowledgeable about the issues Interpersonal Relationships are at the core of our ability to resolve conflict
Effective development of interpersonal relationships among co-workers can potentially decrease the severity of grievances filed Metaphors to describe attitudes toward conflict
CONFLICT as WAR (great personal cost) CONFLICT as IMPOTENCE (powerless to impact) CONFLICT as RATIONAL PROCESS (collaboration)

Most frequent - conflict as impotence

Conflict Management & Resolution Skills

Having skills and knowledge of different approaches to conflict may help one overcome a sense of helplessness in conflict settings Resolving conflicts depends on the perceptions of the negotiation Misinformation can lead to negative perceptions Organizational conflict can be one of the most frustrating and difficult aspects of working in an organization Especially frustrating when people feel they have no control over the outcome Be sensitive to your own style of interacting and managing conflict and pay attention to the styles of others Conflict is expected and anticipated in the communicative organization (CO) The only UNKNOWN is how parties respond to conflict

Strategies for Dealing with Conflict

Be Objective Analyze and separate content and personal issues Planning stage for strategic communication Be Aware of Preferred Style of Conflict Resolution Plan, Recognize, Contain, and Cope Distinguish Symptoms from Causes Symptoms let us know a conflict is present Causes of conflict are issues underlying the symptoms Identify Success of Methods already Implemented Ignore problems Persuasion Compromise Be Sensitive to Different Approaches and Views of Conflict based on Gender and Cultural Diversity

Summary
Communication & Conflict Defining Conflict Origins Consequences Factors Influencing Conflict Conflict Styles Disputes and Negotiation Conflict Management & Resolution Skills