L5: Group Conflict Flashcards
Psychological and behavioral reaction to a
perception that another person is keeping you from reaching a goal; serious disagreement or argument
CONFLICT
Keeps people from working together, lessens productivity, spreads to other areas, and
increases turnover.
DYSFUNCTIONAL CONFLICT
Moderate levels of conflict, can stimulate new ideas, friendly competition, and increase team effectiveness; productive disagreements, where the end goal is improvement within the team.
Conflict that results in increased performance or better interpersonal relations.
FUNCTIONAL CONFLICT
FIVE DYSFUNCTIONS OF A TEAM (PATRICK LENCIONI)
5 - INATTENTION TO RESULTS
4 - AVOIDANCE OF ACCOUNTABILITY
3 - LACK OF COMMITMENT
2 - FEAR OF CONFLICT
1 - ABSENCE OF TRUST
3 TYPES OF CONFLICT
INTERPERSONAL CONFLICT
INDIVIDUAL-GROUP CONFLICT
GROUP-GROUP CONFLICT
Conflict between 2 individuals.
INTERPERSONAL CONFLICT
6 TYPES OF INTERPERSONAL CONFLICT
PSEUDO CONFLICT
FACT CONFLICT
VALUE CONFLICT
POLICY CONFLICT
EGO CONFLICT
META CONFLICT
Difference of opinion or a misunderstanding.
PSEUDO CONFLICT
Disagreement on the facts about something.
FACT CONFLICT
People have very different values about something.
VALUE CONFLICT
People disagree on what type of policy, rule or procedure is best when addressing a certain problem.
POLICY CONFLICT
Disagreement gets personal and ego are involved.
EGO CONFLICT
People argue about arguing.
META CONFLICT
Conflict between an individual and the other members of a a group
Occur when the individual’s needs are different from the groups needs, goals, and norms.
Individual-group conflict
Conflict between 2 or more
Group conflict
6 causes of conflict
Competition for Resources
Task Interdependence
Jurisdictional Ambiguity
Communication Barriers
Beliefs
Personalities
Occurs when the demand for resources is greater than the resources available.
when a group of employees have access to such resources while others do not
Competition for Resources
Arises when the completion of a task by one
person affects the completion of a task by
another person; Occurs when two groups who rely on each other have conflicting goals.
Group members depend on the performance of other group members
Task Interdependence
Causes conflict when geographical boundaries or lines of authority are unclear.
Geographical boundaries or lines of authority are unclear
Jurisdictional Ambiguity
Conflict arises simply out of a small, unintentional communication problem,
such as lost emails or dealing with people who don’t return phone calls.
Communication Barriers
Separate locations on different floors or in
different buildings
Physical
Different languages or different customs
Cultural
Different styles or personalities
Psychological
Most likely to occur when individuals or groups believe that they:
- are superior to people or groups; other
- have been mistreated by others;
- are vulnerable to others and are in harm’s way;
- cannot trust others; and/or
- are helpless or powerless.
Beliefs
Conflict is often the result of people with incompatible personalities who must work together.
Personalities
3 types of NEANDERTHALS AT WORK
Rebels
Believers
Competitors
Creative innovators , they always avoid the 3 P’s: paperwork, politics, and people
Rebels
They work hard, follow the rules, and never get promoted
Believers
To the, if you’re not a winner, you’re a loser; could never be less than one
Competitors
4 classification of difficult people
High needs for control
High Needs for Perfection
High Needs for Approval
Approval or Attention Form
High needs for control (3)
Tank
Sniper
Know-it-all
High Needs for Perfection (3)
Whiner
No Person
Nothing Person
High Needs for Approval (2)
Yes Person
Maybe Person
Approval or Attention Form (3)
Grenade
Friendly Sniper
Think they know-it-all
Gets things done done quickly by giving orders, being pushy, yelling, and at times being too aggresive.
Tank
Controls people by using sarcasm, embarrassment, and humiliation.
Sniper
Controls conversations by dominating conversations, not listening to others’ ideas, and rejecting arguments that counter their position
Know-it-all
Constantly complains about the situation but never tries to change it
Whiner
Believes that nothing will ever work and thus disagrees with every suggestion or idea.
No Person
Responds to difficult situations by doing and saying nothing; simply gives up or retreats
Nothing Person
Agrees to everything, and as a result, often agrees to do so much that she cannot keep her commitments
Yes Person
Avoids conflicts by never taking a stand on any issue; delays making decisions, seldom offers opinions, seldom commits to any course of actions
Maybe Person
When they don’t feel appreciated, they yell, swear, rant, and raves.
Grenade
Gets attentions by poking fun at others; aims to get attention rather than control
Friendly Sniper
Exaggerates, lies, and gives unwanted advice to gain attention
Think they know-it-all
5 CONFLICT STYLES
AVOIDING STYLE
ACCOMMODATING STYLE
FORCING STYLE
COLLABORATING STYLE
COMPROMISING STYLE
Ignore conflict and hope it will resolve itself.
AVOIDING STYLE
A person neither pursues their own concerns
nor those of their opponent.
Avoiding the source of conflict, quitting, talking behind the other person’s back, and forming alliances with others.
Withdrawal
Occurs when an employee discusses the conflict with a third party.
Triangling
A person is so intent on settling a conflict that he gives in and risks hurting himself.
Set aside their own needs because they want to please others in order to keep the peace
ACCOMMODATING
STYLE
Also known as competing; pushing one viewpoint at the expense of another or maintaining firm resistance to another person’s actions.
When an individual firmly pursues his or her own concerns despite resistance from the other person.
FORCING STYLE
Handles conflict in a win-lose fashion
and does what it takes to win, with little regard for the other person
WINNING AT ALL COST
Wants to win but also wants the other person to win as well
Generates creative solutions that satisfy all the parties’ concerns and needs.
COLLABORATING STYLE
Adopts give-and take tactics that enable each side to get some of what is needed.
COMPROMISING STYLE
Minimum level of performance or outcome that an individual is willing to accept in a given situation.
LEAST ACCEPTABLE RESULT (LAR)
“The top end of the Settlement Range”
MAXIMUM SUPPORTABLE POSITION (MSP)
An organization should have formal policy
and employees should receive training on
preventing and resolving conflict.
PRIOR TO CONFLICT
The two parties should be encouraged to
resolve their conflict on their own.
Two parties should be encouraged to use the conflict resolution skills they learned in training to resolve the conflict on their own.
WHEN CONFLICT FIRST OCCURS
When they can’t agree to resolve the conflict
A situation when two parties do not agree
Dispute
A method of resolving conflict in which two sides get together to discuss a problem and arrive at a solution.
Cooperative problem solving
If conflict cannot be resolved by the parties involved, it is often a good idea to seek help
THIRD PARTY INTERVENTION
Neutral third party is asked to help both parties reach an agreeable solution to the conflict
Mediation
Neutral third party listens to both sides and makes a decision
Neutral third party is asked to choose which side is correct.
Arbitration
