problem 4 - conflict Flashcards
what is a conflict frame?
how people perceive conflict – the lens through which the parties in a dispute view the conflict situation
- relationship orientation – stress the interpersonal aspects of conflict
- task orientation – emphasize the material aspects of a dispute (e.g., money, property)
- cooperative perspective – emphasize imp of all parties benefiting
- ‘win’ orientation – intent on gaining ground even at the expense of the other party
cognitive vs affective conflict
Cognitive type – relates to concrete issues that can be dealt w more at the intellectual level
Affective type – relates to subjective matters to be found more in the emotional domain
Success in teams = be more partial towards cog conflict than affective conflict – this means one is embracing frank disclosures & different viewpoints rather than disruptive tactics like directing blame
unitary perspective of conflict
the early interpretation of conflict – defined conflict as a process that was harmful & should be avoided
- seen as a neg outcome of poor communication, lack of openness & trust between people, & the instability of superiors to respond to the needs of subordinates
- Conflict & opposition are abnormal & dysfunctional
pluralist perspective of conflict
conflict is a natural phenomenon + there may be times where it could be beneficial to group performance
- Conflict stems from individuals & groups pursuing their own interests – it occurs naturally where there is a clash of interests
- It is the task of the management to mediate conflicting claims & create an acceptable form of compromise
interactionist perspective of conflict
encourages the adoption of a minimum level of conflict – enough conflict to make sure the group is self-critical & creative
- Believes that too much harmony & cooperation might create apathy & produce too great a tolerance of the status quo
Describes 2 types of conflict: functional/constructive and dysfunctional/destructive
functional/constructive vs dysfunctional/destructive conflict
Functional = low to moderate levels of subtle & controlled opposition – likely to lead to an arousal of motivation
- Conflict may be more functional in groups that adopt new approaches to tackle problems than in romps performing highly programmed activities.
Dysfunctional = produces uncontrolled opposition & discontent, damages communication & has adverse effects on group effectiveness
- In its extreme form it can gravely disrupt the functioning of the group & can potentially threaten the group’s survival + lead to workplace violence
individual conflict
Individuals experience frustration when their pathway to achieving personal goals is blocked
Role conflict = when the expected behavior in one work role affects that in another work role
- e.g., an individual who is torn between the demands of management for higher productivity & the norms of the group that reflect more modest productivity aspirations
- Can also occur where there is a clash between the demands of roles & the individuals’ values & beliefs
group conflict
collective or organized conflict – a group of workers could engage in certain behavior (e.g., strike) to accomplish and objective
There are 2 types of conflict regarding conflict between groups within the org: institutionalized & emergent conflict
institutionalized vs emergent conflict
institutionalized = conflict that’s part of the structure of an org - happens regularly/all the time (more predictable)
- lateral conflict: when 1 group gains & another loses - usually bcuz of hierarchical arrangement - e.g. delegating budgets
emergent = a random event that’s not part of the structure - e.g. when management requires greater effort by employees dont want to put in more effort
- is temporary
causes of conflict: communication
The communication barriers associated with conflict are: semantic difficulties, insufficient exchange of info & noise in channels of communication
- Semantic difficulties: arise from people’s selective perception, inadequate info & differences in training
- Insufficient exchange: too much or too little info is said to provide foundation of conflict
- noise in channels: many people in the communication process & filter the info = plenty of space to create incorrect or distorted messages – can lead to hostility & conflict
causes of conflict: structure (6 factors)
- Size & specialization: the larger the group & the more specialized its activities, the greater the likelihood of conflict
- Ambiguity: the greater the ambiguity in defining where responsibility for action lies, the greater the likelihood for conflict
- Leadership: too heavy a reliance on participative leadership may stimulate conflict – participation encourages the expression of diff pov’s
- Rewards: if one party secures rewards at the expense of another party, conflict can arise
- Interdependency: occurs within and between various groups in orgs
- Changes to structure & processes: conflict arises when a fundamental change to structures, systems & procedure leads to neg perceptions of events
what is conflict stimulation & why is it used
the process of endangering conflict between parties where non existed before, or escalating the current conflict level if it is too low
- Certain cues signal the need for leaders to stimulate conflict – e.g., when there is low rate of staff turnover or a shortage of new ideas
- Conflict is constructive when it improves the quality of decisions, stimulates innovation & fosters an env of self-evaluation & change
(6) techniques to stimulate conflict
- Communication: withholding info or sending inconsistent info to get people arguing
- Encourage competition by providing incentives (e.g., salary increases) that are related to performance
- Restructuring the company: realigning working groups & altering rules
- Bringing in outsiders: adding individuals to a group whose backgrounds, values & attitudes differ from those of existing members
- Adopt the role of ‘devil’s advocate’ in group discussions so that a number of alternatives can be discussed
- Leadership style: appoint managers who encourage non-traditional viewpoints
what is conflict resolution
a process which has its objective in the ending of the conflict between disagreeing parties
Thomas distinguished 5 CR approaches based on the dimensions of:
- How assertive or unassertive each party is in pursuing its own concerns
- How cooperative or uncooperative each is in satisfying the concerns of the other
what is competition (conflict resolution)
an attempt to overwhelm an opponent by utilizing formal authority, threats or power – a win-lose struggle
- Main goal: get your way
- assertive & uncooperative
what is collaboration (conflict resolution)
mutual problem solving, where all the parties come face to face & discuss the issues
- Main goal: solve the problem together
- assertive & cooperative
what is avoidance (conflict resolution)
avoiding the other person in order to prevent an overt demonstration of disagreement – takes 2 forms: withdrawal & suppression
- Main goal: avoid having to deal with conflict
- unassertive & uncooperative
what is accommodation (conflict resolution)
where on party places their interest below the opponent’s interest – amounts to self-sacrificing behavior
- Main goal: don’t upset the other person
- unassertive but cooperative
what is compromise (conflict resolution)
when each party gives up something & there is no winner or loser
- Main goal: reach an agreement quickly
- intermediate amounts of assertiveness & cooperativeness
what are the 2 dimensions of bargaining strategies
Distributive: seeks to divide up a fixed number of resources, creating a win-lose situation
Integrative bargaining: seeks settlements that can create a win-win solution
– is preferred bcuz distributive makes one party a loser & can deepen divisions between people who have to work together on an ongoing basis
what is formal negotiation?
bargaining between parties in conflict – consists of offers, counteroffers & concessions in search for a mutually acceptable resolution
3 strategies:
- Making high demands & then subsequently making concessions
- Making low initial demands & subsequently make many concessions
- Starting with moderate demands & refuse to make any concessions
what are the 4 features used to identify workplace bullying?
- Frequency = the number of times per week that the neg behaviors are exhibited – min 1 or 2 / week
- Persistency = the duration of time for which the neg behaviors are experienced – min 6 or 12 months
- Hostility = the underlying negativity of the behaviors
- Power imbalance = the disparity in perceived power between the target & the perpetrator – this power can take a number of forms (e.g. physical, social/peer) & is not limited to hierarchical power
antecedents & consequences for the target of bullying
antecedents:
- high on neuroticism, impulsiveness
- low on agreeableness, conscientiousness & self-confidence
- 2 types of victims: vulnerable (introverted) and provocative (extraverted)
- ethnic minorities more likely
consequences:
- many physical & mental health issues
- tendency to leave the job, absence, job satisfaction drops
antecedents for the perpetrators of bullying
- Males are more likely to engage in bullying behavior
- Employees with high strain jobs are more likely to bully
- Being a target is correlated with being a perpetrator – provocative employees may provoke other to engage in similar behaviors towards them as a form of revenge
- Job insecurity & perceived employability
group level antecedents & consequences of bullying
- creates group norms that facilitate or tolerate bullying
- if others don’t step in, encourages the perpetrator
- status inconsistency within group can create bullying
- causes low perception of group success
- employees who are subject to bullying have less job satisfaction & greater absenteeism = affects group performance
organizational level antecedents & consequences of bullying
- if clear rules & standards aren’t given about bullying = more likely
- cumulative effects are likely to influence org performance
- org structure & culture influences bullying - if its authoritarian + no clear punishment
- org changes can lead to bullying
societal level antecedents (national culture) & consequences of bullying
national culture: 3 dimensions
- masculinity vs femininity: feminine culture values interpersonal relationships = less bullying
- individualism vs collectivism: individualistic cultures people strive for own goals = more competition = more bullying
- power distance: high distance = more bullying - perceive lower likelihood of being punishment,
consequences:
- can result in growing medical costs, premature retirement & greater need for social services & welfare
- can influence unemployment levels, interpersonal relationships beyond the workplace & legal costs associated w court cases
