OMM - 03. Organizational Conflict Flashcards
The process that results when one person (or group) perceives that another person or group is frustrating, or about to frustrate, an important concern.
Conflict
Involves incompatible differences between parties that result in interference or opposition.
Conflict
Organizational conflict usually results from the combination of three factors:
- Communication Factors
- Structural Factors
- Behavior Factors
Incorrect, distorted, or ambiguous information can cause a disconnect or misunderstanding resulting in conflict.
Communication Factors
Large organizations will tend to have more conflict because there are more people with differing values and opinions.
Structural Factors
The more layers of people a message has to travel through to get to the lowest member, the greater the chances are the message will become corrupt.
Structural Factors
The more people who have decision-making authority in your organization, the greater the conflict.
Structural Factors
Issues such as low or high self-esteem, differing values, and personal power bases can increase conflict.
Behavior Factors
Ways people tend to view conflict:
- Win-Lose
- Withdraw
- Problem Solver
View where a person who is out to win no matter what.
Win-Lose
View where a person is the one who avoids conflict like the kid who says, “I’m going to take my ball and go home!”
Withdraw
View where a person is the one who wants to get everyone together to talk things out and make peace.
Problem Solver
A person typically chooses _____ of the conflict outcomes based on many factors relating to the conflict and their perceptions.
One
Three Considerations of Conflict Management
- Who
- Stakes
- Situation
The people involved in the conflict.
Who
This refers to how important the issue is.
Stakes
Trivial matters can sometimes be _____.
Left-alone
Many times, the _____ will help us decide which conflict management technique to use.
Situation
Research shows there’s an optimum level of _____ for superior performance.
Conflict
Too _____ conflict and everyone is complacent, too _____ and you have chaos.
Little, Much
_____ can be used to overcome stagnation and complacency or defeat chaos.
Conflict
Conflict is both _____ and _____.
Constructive, Destructive
Conflict Management Styles
- Forcing
- Collaborating
- Compromising
- Avoiding
- Accomodating
Considered an “I win, you lose” technique
Forcing
Assertiveness is high and cooperation is low. This conflict management style tends to be used when the stakes are high.
Forcing
This technique is best used in emergencies or for unpopular actions. It can also be used when you’re right and the situation is vital.
Forcing
Sometimes you may need to use this technique against people who will take advantage of non-competitive behavior.
Forcing
Pros of Forcing
- Takes very little time
- Puts a stop to conflict
Con of Forcing
- May cause resentment
Considered an “I win, you win” technique
Collaborating
Assertiveness is high, stakes are high, and cooperation is high.
Collaborating
When using _____, you are being assertive because you’re taking charge of the situation and getting people together to talk.
Collaboration
_____ can take time, so the issue must be important enough to devote the time and energy.
Collaboration
This technique is best used when the issue is too important to compromise. It is also a time to learn and merge insights. Also builds commitment through consensus.
Collaboration
Pros of Collaborating
- Excellent way to build your people as a team
- Solutions tend to be better
Con of Collaborating
- Can take a lot of time
Considered an “I win, you win; I lose, you lose” technique
Compromising
Assertiveness, stakes, and cooperation are moderate.
Compromising
When you _____, you’re willing to listen and give up a little something in return for something.
Compromise
This technique is best used when opponents are equal in power.
Compromising
A good fall-back position when forcing or collaboration do not work. It can also be used as a temporary solution.
Compromising
Pros of Compromising
- Easier and not as time-consuming as collaboration
- Still helps to build teamwork
Con of Compromising
- Both parties must be willing to give up something
Considered to be a “Not that important of an issue” technique.
Avoiding
Assertiveness is low and cooperation is low.
Avoiding
This is used when the stakes are low (not an important issue).
Avoiding
This technique can be used on trivial issues or when there is no chance you can win.
Avoiding
Can be used during “cool down” periods if emotions or tempers were high over the conflict.
Avoiding
You may use this technique if you want to collect more data or if someone else can resolve it more effectively.
Avoiding
Pros of Avoiding
- Tends to be easy
- It can allow your people to work things out themselves
Con of Avoiding
- Can lead to bigger conflicts
Considered to be a “I lose, you win” technique
Accommodating
Assertiveness is low, stakes are low, and cooperation is high.
Accommodating
When you use _____ you give people what they want. You are not being assertive and normally it’s a minor issue.
Accommodating
This technique can be used to help your people grow and develop. You allow them to have their way and they can learn from their successes or failures.
Accommodating
This technique can be used when you discover that you’re wrong and they are right. It can also be used to increase harmony and stability.
Accommodating
Pros of Accommodating
- Takes very little time
- People will view you as cooperative
- May allow you to have your way at some future time
Con of Accommodating
- Run the risk of being seen as a weak supervisor
- Run the risk of subordinate actions being harmful to personnel, equipment, or the mission
Questions on Pages 17-20
Questions on Pages 17-20
If Forcing does not work and time is not a factor, which style of conflict management is best?
Collaborating
