Ch 10: Conflict and Negotiation in the Workplace Flashcards
What is conflict?
Conflict is the process in which one party believes its interests are being opposed or negatively affected by another party.
It occurs when one party obstructs another’s goals or when one perceives that the other might do so.
Conflict is based on perception; it exists whenever one party believes another may hinder its efforts, regardless of the actual intentions of the other party.
What is the Traditional view of conflict?
The Traditional view believes that all conflict is harmful and should be avoided.
It is linked to violence, destruction, and irrationality and was popular through the 1990s.
The view holds that conflict is dysfunctional, and organizations work best with harmonious relations, where even low levels of conflict can damage workplace relationships and drain energy from productive activities.
What is the Interactionist view of conflict?
The Interactionist view encourages specific types of conflict to prevent the group from becoming stale.
Functional conflict: Supports group goals and improves performance by being constructive. It generates productivity, mutual benefits, and shared decisions.
Dysfunctional conflict: Hinders performance and is destructive when benefits do not exceed costs, often leading to personal attacks, threats, and hostility.
Optimal conflict perspective: Organizations are most effective with a moderate level of conflict. Too little or too much conflict reduces effectiveness.
Positive outcomes of conflict:
* Better decision-making: Tests logic, questions assumptions, and generates creative thinking.
* More responsiveness to changes.
* Stronger team cohesion (especially when conflict exists with external opponents).
What are Functional Conflict and Dysfunctional Conflict, and what are their key effects?
Functional Conflict: Supports group goals and improves performance; constructive because benefits exceed costs.
* Improves decision-making by energizing debate and evaluating alternatives.
* Encourages constructive disagreements to understand underlying issues.
* Motivates creative thinking and reexamination of assumptions.
* Moderate levels of conflict help maintain vigilance on external threats.
* Strengthens team cohesion when conflict is with external sources.
Dysfunctional Conflict: Hinders group performance and is destructive because the costs exceed the benefits.
* Threatens personal needs and self-concept, reducing job satisfaction, increasing stress, and turnover.
* Undermines job performance by distracting employees and draining energy.
* Hinders information sharing, as employees avoid sharing with discordant coworkers.
* Fuels organizational politics, wasting resources.
* Hurts team cohesion and performance, especially during inter-departmental conflicts.
What are Task Conflict, Relationship Conflict, and Process Conflict?
Task Conflict (Constructive): Conflict focused on ideas and goals, not on personal issues.
* Encourages the examination of ideas based on logic and factual accuracy.
* Keeps the discussion on work content, not on personal competence or power.
* Can lead to better decision-making and creative problem-solving.
Relationship Conflict: Conflict focused on personal issues and interpersonal relationships rather than work-related content.
* Attacks the competence or personal traits of the other party.
* Escalates easily and threatens self-esteem, reducing trust and increasing defensiveness.
* Dysfunctional because it harms collaboration and creates a competitive atmosphere.
Process Conflict: Conflict about how work should be done rather than what should be done.
* Focuses on work methods and procedures rather than content.
* Can be dysfunctional if it leads to confusion or inefficiency in work execution.
- Understand the Model of the Conflict Process (Exhibit 10.2). Be able to identify rectangles, most questions will be able understand manifest conflict, specifically with the conflict handling styles.
Sources of Conflict: The conflict begins with sources that make parties perceive a conflict exists. One party’s actions or words interfere with the other party’s goals or beliefs.
Perceptions & Emotions: These sources create conflict perceptions, which usually lead to negative emotions like stress, fear, frustration, or anger. However, some people may perceive conflict positively, seeing it as a challenge or learning opportunity.
Manifest Conflict: This is the behavioral expression of conflict, which includes actions and decisions made by the parties. Manifest conflict can range from subtle nonverbal cues to overt aggressive actions.
Conflict Handling Styles: How each party responds to conflict impacts how it escalates or de-escalates. Responses are shaped by perceptions and emotions. Conflict can escalate if one party perceives the other’s behavior negatively, creating a loop.
Cycle of Conflict: The model illustrates how conflict can become a cyclical process, with each episode influencing the next, potentially escalating the conflict over time.
What are the 6 sources of conflict in organizations?
(All Companies Deal In Internal Struggles)
Ambiguous Roles: Lack of clear rules or inconsistent enforcement leads to uncertainty, increasing the likelihood of conflict.
Communication Problems: Poor communication or lack of communication can escalate conflicts, especially when disagreements are not expressed diplomatically.
Differentiation: People or departments may agree on goals but disagree on the best way to achieve them due to different values, beliefs, and perspectives.
Incompatible Goals: Occurs when one person’s or department’s goals interfere with another’s.
Interdependence: Conflict arises when employees must share resources or coordinate work. The more interdependent, the higher the potential for conflict.
Scarce Resources: When resources are limited, departments or individuals compete, causing conflict as they try to secure what they need.
What is the difference between perceived conflict and felt conflict?
Perceived Conflict: Occurs when one or more parties believe that conflict exists, even if there is no immediate emotional reaction. It’s based on awareness or recognition that goals, actions, or beliefs may be in opposition.
Felt Conflict: Arises when emotions are triggered, and individuals feel personally involved in the conflict. It involves emotional responses, such as stress, frustration, or anger.
What are the five conflict handling styles and the two continuums used to compare them?
(Forceful Plans Can Yield Avoidance)
- Forcing
* Aims to win the conflict at the other party’s expense (win-lose).
* Relies on hard influence tactics and a fixed-pie mentality.
* High assertiveness, low cooperativeness - Problem Solving (Collaboration)
* Focuses on finding a solution that benefits both parties (win-win).
* Involves information sharing and creative solutions.
* High assertiveness, high cooperativeness - Compromising
* Seeks a middle ground where both parties make concessions.
* Focuses on calculating losses and gains, aiming for a balanced agreement.
* Medium on both axes - Yielding
* Completely gives in to the other party’s wishes, often at the expense of their own interests.
* Involves unconditional concessions and unilateral cooperation.
* Low assertiveness, high cooperativeness - Avoiding
* Evades conflict by steering clear of sensitive topics or conflict-prone coworkers.
* Avoids confrontation and minimizes conflict discussions.
* Low assertiveness, low cooperativeness
Two Continuums:
* Assertiveness: The degree to which you try to satisfy your own concerns.
* Cooperativeness: The degree to which you try to satisfy the concerns of others.
What are the three types of 3rd party conflict intervention, and how do they differ in control over the process and the decision?
AIM
Arbitration
Control over Decision: High (arbitrator makes the final binding decision).
Control over Process: Low (process is defined by pre-established rules, and the arbitrator listens to the disputing parties).
Use: Often used in unionized environments or formal conflict resolution processes.
Inquisition
Control over Decision: High (inquisitors make the final decision).
Control over Process: High (inquisitors control how the conflict is examined and the process is managed).
Use: Involves a high degree of control over both the process and the decision-making.
Mediation
Control over Decision: Low (parties make the final decision).
Control over Process: High (mediators manage the intervention process and guide the interaction).
Use: Facilitates communication and helps the parties reach a resolution themselves.
