Week 9 - Chapter 13 Flashcards
What is conflict
Interpersonal conflict is a process
that occurs when one person, group,
or organizational subunit frustrates
the goal attainment of another.
Conflict often involves antagonistic
attitudes and behaviours.
Types of Conflict
Relationship conflict
Task Conflict
Process Conflict
Relationship conflict
• Concerns interpersonal tensions among individuals that have to do with their relationship. • Eg. Personality clashes
Task Conflict
• Concerns disagreements about the nature of work to be done. • Eg. Differences of opinion about goals or technical matters
Process Conflict
• Involves disagreements about how work should be organized and accomplished. • Eg. Disagreements about responsibility, authority, resource allocation
Causes of Organizational Conflict
Group Identification
and Intergroup Bias
Interdependence
Ambiguity
Differences in Power,
Status, and Culture
Scarce resources
Group Identification
and Intergroup Bias
People develop a more positive view of their own “in-group.”
Self-esteem is a critical factor.
Ex. Bias towards a tutorial
Interdependence
When individuals or subunits are mutually dependent on each
other to accomplish their own goals.
It necessitates interaction and implies that each party has some
power over the other.
Interdependence does not always lead to conflict.
Ex. You are on a team that needs to work together to accomplish a task
Ambiguity
Ambiguous goals, jurisdictions, or performance
criteria can lead to conflict.
Differences in Power,
Status, and Culture
Power: If dependence is not mutual, but one way.
Status: Status differences provide little impetus for conflict when people of
lower status are dependent on those of higher status.
Culture: When two or more very different cultures develop in an
organization, the clash in beliefs and values can result in overt conflict.
Scarce resources
Conflict often surfaces in the process of power jockeying.
Limited budget money, secretarial support, or lab space can contribute to conflict.
Consequences of Conflict in Teams
Detrimental to member satisfaction
and team performance.
Such conflict prevents the development
of cohesiveness.
Occasionally, some degree of task
conflict might be beneficial for team
performance.
Not all conflict is detrimental.
Modes of Managing Conflict
Approaches to managing conflict are a function of: •Assertive you are to satisfy your own or your group s concerns, and • Cooperative: yo u are in trying to satisfy other party or group.
Thomas
Kilmann Conflict
Mode Instrument TKI
Assertiveness (y axis)
Cooperative (x axis)
Avoiding
Bottom left of TKI
Characterized by low assertiveness of one s own interests and low
cooperation with the other party.
Short term stress reduction but it does not really change the
situation.
It might be a sensible response when:
- The issue is trivial.
- Information is lacking.
- People need to cool down.
- The opponent is very powerful and hostile.
Accomodating
Bottom Right of TKI
A CM style in which one cooperates with the other party, while
not asserting one s own interests.
It can be an effective strategy when:
- You are wrong.
- The issue is more important to the other party.
- You want to build good will.
Competing
Top Left of TKI
A CM style that maximizes assertiveness and minimizes
cooperation.
It can be effective when:
- You have a lot of power.
- You are sure of your facts.
- The situation is truly win lose.
- You will not have to interact with the other party in the future.
Compromise
Centre of TKI
A CM style that combines intermediate levels of assertiveness and cooperation.
It does not result in the most creative response to
conflict.
It is not useful for resolving conflicts that stem from
power asymmetry.
It is a sensible reaction to conflict stemming from
scarce resources and it is a good fall back position if
other strategies fail.