conflict

Question 1

3 fundamental causes of conflict in organizations

Answer 1

identity-related differences
role incompatibility
environmental stress

where interdependent people perceive incompatible goals or interference with goal achievement

Question 2

is conflict always bad

Answer 2

moderate amount is healthy

lack of conflict – individuals do not care about their jobs/organization or do not feel comfy bringing up differences

task conflict can be good in the early stages of decision making but can interfere with complex tasks in the long run

personal conflicts are never healthy

Question 3

conflict outcomes

Answer 3

positive:
-greater creativity and better decisions
-consideration of a broader range
-increased participation and creativity

negative:
-increased stress and anxiety among individuals
-a climate of mistrust
-decreased productivity and satisfactiion

Question 4

types of conflict

Answer 4

TASK
Awareness of differences in viewpoints and opinions pertaining to a task. Pertains to conflict about ideas and differences of opinion.

RELATIONSHIP
Awareness of interpersonal incompatibilities. Involves personal issues such as dislike among group members and feelings such as annoyance, frustration, and irritation

PROCESS
Awareness of controversies about aspects of how task accomplishment will proceed. Pertains to issues of duty and resource delegation, such as who should do what and how much responsibility different people
should get.

Question 5

response to conflict chart

Answer 5

low concern for others + low concern for self= avoiding

high concern for others + low concern for self= accommodating

med concern for others + med concern for self = compromising

low concern for others + high concern for self = competing

high concern for others + high concern for self = collaborating

Question 7

3 approaches to resolving conflict

Answer 7

Focus on Interests
 What parties want/need/care about
 What does each side really want?
 Why?

Focus on Rights
 What standards apply
 Who is right?
 Who has a right to their claim?

Focus on Power
 What forms of coercion are available
 Who can hurt the other most effectively?
 Who can bring the most pain to bear?

Question 8

Managing Conflict Effectively

Answer 8

Solicit Information – You must understand
the cause of the conflict. Take a Learning
Stance
 What happened?? What did you experience?
 Don’t assume you know

Acknowledgement/Apology
 Acknowledge legitimacy of emotions and perspective
 Signal regret for pain caused / Own your part

Clarify Intentions / Manage Impressions
 What did you intend to have happen?
 Source of the cause? Controllable? Stable?

Potential restitution
 How to solve the problem or reconcile?
 Identify steps to restoring good faith

Future relations… looking forward
 Consider how to respond together later
 Continue learning
 What will be the result for our relationship

Question 9

Succeeding In Conflict: Five Big Themes

Answer 9

Work on your Timing!
 Private conversation… When and Where??
 Attend to your emotions
 Avoid conflicts where other tensions exist! We may mistake thesource!

Reduce tension early in the process
 Active listening skills… spend more time LEARNING before hard
decisions

Recognize and Highlight Similarities
 Empathize
 Consider Shared Goals or Interests
 Highlight the value of the RELATIONSHIP… past, future
 Similarities in Background and Experiences
 Try new “MAGIC WORDS”: “We both…”, “We all…”

De-personalize
 Blame the situation!
 Frame the conflict as a problem to be understood and solved
 Don’t automatically view THEM as the problem
 Resist the urge to be defensive or counter-attack

TROUBLESHOOTING: Change the Process
 Take breaks when fatigued or angry… call a time-out
 “Meta-negotiate” – rules of order; labeling counter-productive
behaviors
 Involve a mutually agreeable 3rd party