CHAPTER 13: Conflict Flashcards
Conflict (definition)
when a party perceives that another party has negatively affected, or is about to negatively affect something that the first party cares about
* e.g., when a party hinders the goal attainment of another party
Dysfunctional vs Functional Conflict
- Dysfunctional: Hinders group performance
- Functional/Constructive: Supports the goals of the group and improves its performance
3 types of Conflict
Relationship Conflict
Task Conflict
Process Conflict
Relationship Conflict
- Arises from personal tensions and personality clashes rather than task-related issues.
Example: Team members dislike each other due to differing work styles or personalities
Task Conflict
- Disagreements about work objectives, methods, or technical matters.
- Can be constructive if handled well, bringing diverse perspectives to decision-making.
Process Conflict
- Concerns disagreements over task execution, role assignments, and resource allocation.
- Can prevent team cohesion and negatively affect performance if not managed properly.
Some Sources of Conflict
- Scarce Resources (e.g., budget, administrative support, promotions)
- Ambiguity (jurisdiction and responsibility)
- Intergroup Bias (in-group vs. out-group)
- Differences in Power, Status, Culture
- Value Clashes
- Personality Clashes
- Interdependence (more interaction – more conflict, power struggles)
Conflict tends to escalate when left unmanaged, leading to
o “Winning” the conflict becoming more important than solving the problem.
o Concealing or distorting information to gain an advantage.
o Increased group cohesion, punishing members who seek compromise.
o Strengthened negative stereotypes about the opposing group.
o Reduced between-group interaction
o Conflict spirals (e.g., tit-for-tat, revenge, etc.)
o More aggressive individuals emerging as leaders in the conflict.
Modes of Managing Conflict
a) Avoiding
b) Accommodating
c) Competing
d) Compromising
e) Collaborating
Avoiding Conflict
A conflict management style characterized by low assertiveness of one’s own interests and low cooperation with the other party.
- Withdrawing from or suppressing conflict; Low assertiveness and Low cooperation
o When an issue is trivial, or more important issues are pressing
o When you perceive no chance of satisfying your concerns
o When potential disruption outweighs the benefits of resolution
o To let people cool down and regain perspective
o When gathering information supersedes immediate decision
o When others can resolve the conflict more effectively
o When issues seem tangential or symptomatic of other issues
Accommodating Conflict
Seeking to appease an opponent by placing the opponent’s interests above your own; Low assertiveness and High cooperation
- May lead to a perception of weakness.
o When you find you’re wrong and to allow a better position to be heard, to learn, and to show your reasonableness
o When issues are more important to others than yourself and to satisfy others and maintain cooperation
o To build social credits for later issues
o To minimize loss when you are outmatched and losing
o When harmony and stability are especially important
o To allow others to develop by learning from mistakes
Competing Conflict
Seeking to satisfy own interests regardless of the impact on the other parties involved
* Win-lose approach.
o When quick, decisive action is vital (emergencies)
o On important issues when unpopular actions need implementing (cost-cutting, discipline)
o On issues vital to the organization’s welfare when you know you’re right
o Against people who take advantage of noncompetitive behavior
Compromising Conflict
each party seeks to give up something, resulting in a less-than-optimal outcome; intermediate levels of assertiveness and cooperation
* Middle-ground solution that partially satisfies both parties.
o When goals are important but not worth the effort or potential disruption of more assertive approaches
o When opponents with equal power are committed to mutually exclusive goals
o To achieve temporary settlements to complex issues
o To arrive at expedient solutions under time pressure
o As a backup when collaboration or competition is unsuccessful
Collaborating Conflict
Parties try to solve the problem by clarifying differences and accommodating various points of view. Seeks win-win solutions where both parties benefit.
* Requires open communication and trust but produces the best long-term results.
o To find an integrative solution when both sets of concerns are too important to be compromised
o When your objective is to learn
o To merge insights from people with different perspectives
o To gain commitment by incorporating concerns into a consensus
o To work through feelings that have interfered with a relationship
Conflict Outcomes of Relationship Conflict and Process Conflict
Negative relationships with trust, cohesion, satisfaction, commitment, organizational citizenship behaviors, group performance
Conflict Outcomes of Task Conflict
- Negative overall relationships with trust, satisfaction, commitment, organizational citizenship behaviors
- but these are weaker effects than seen with relationship and process conflict
- Can improve group performance when relationship conflict is low
- Can improve group performance when task conflict occurs in top management teams (vs. lower levels)
- Can improve decision quality and financial performance of the group
