Managing work conflict Flashcards
Defining conflict
Tjosvold et al (2014)
“…incompatible activities, that is, the actions of one person…interfere, obstruct, or in some ways get in the way of the actions of another…” (interpersonal conflict)
McShane, Olekalns, & Travaglione (2013)
Conflict is the process in which one party perceives that its interests are being opposed or negatively affected by another party
Types of conflict: Interpersonal conflict
when two interacting people have incompatible needs, goals, values, or approaches
Types of conflict: Intragroup conflict
when two or more people have incompatible needs, goals, values, or approaches for group goals, activities, leadership or processes
Types of conflict: Intergroup conflict
When two or more groups have incompatible requirements for resources, tasks, processes, or information
e.g., departments in the same organization; management and unions
Types of conflict: International conflict
between states at the global level. Can include incompatible requirements for power and resources, but also contrasting values
Sources of conflict
Conflict:
- Scarce resources
- Poor communication
- Competitive reward systems
- Different expertise
- Value differences (political, moral)
- Differing personal styles
- Differing cultural practices
- Incompatible goals
Task conflict (also called substantive conflict)
may arise over task outcomes or processes
Sometimes positive: small amounts may increase innovation
Relationship conflict
negative judgements about people’s personal styles, values, tastes
is almost always negative
Overlap between task and relationship conflict
Task conflict may be taken personally, leading to relationship conflict
This is more likely where…
trust is between people is low
discussions are loud and robust, suggesting stronger emotional involvement
When can conflict be positive?
De Dreu (2008): conflicts are positive only under very narrow conditions
1.Conflicts are task-related
2.Conflicts are not (or do not become) about relationships
3.Task-related conflicts should be at most moderate (not strong)
4.Each party’s initial position/view is sub-optimal
i.e., there is a better solution that the conflict might uncover
5.Trust and psychological safety are high
6.Parties take a problem-solving approach to conflict
7.Positive effects are restricted to innovation and decision quality in that setting
not considering longer-term effects, e.g., for later interactions
not considering other effects, e.g., for participants’ health and wellbeing
Attribution theory
Attribution theory (biases) – explanations for why people act the way they do
Correspondent inference bias (“fundamental attribution error”)
We tend to attribute behaviours of others relatively more to personal factors than to situational factors
Actor-observer effect
We tend to attribute behaviours of others relatively more to personal factors, but our own behaviours relatively more to situational factors
Psychological bases for conflict: Social Exchange theory
Perceived unfair balance of rewards and costs in relationship
Psychological bases for conflict: Equity Theory
Lack of distributive justice
perceived unfair allocation of resources
Lack of procedural justice
perceived unfair process for allocation of resources
perceived unfair opportunities for views to be heard and considered
Conflict management styles: Accommodating
Suitable when:
You want to prevent chances of conflict escalating
-Your position is weak (e.g., the other party has more power)
Disadvantages:
-Increases expectation you will yield in future conflicts
Conflict management styles: Compromising
Suitable when: Time pressure -Similar power and lack of trust Disadvantages: Makes the search for more creative and valued options less likely
Conflict management styles: Competing/Forcing
Suitable when: -You have strong convictions about an issue -Pressing time constraints -You have greater power Disadvantage: -May damage longer-term relationships -Impasse if others adopt style
