communication in organizations lecture 11a conflict in organizations

COMMUNICATION IN COMMUNICATION IN ORGANIZATIONSORGANIZATIONS


LectureLecture 11a11a

CONFLICT IN CONFLICT IN ORGANIZATIONSORGANIZATIONS

• Conflict occurs when one person or Conflict occurs when one person or group thinks the actions of another will group thinks the actions of another will prevent them from getting what they prevent them from getting what they want.want.

• Win-lose situations often built inWin-lose situations often built in

• Differing subunit goals and Differing subunit goals and perceptionsperceptions

• Political nature of organizations Political nature of organizations (status (status and authority issues)and authority issues)

• Cultural diversity within organizationCultural diversity within organization

SOURCES OF CONFLICTSOURCES OF CONFLICTSOURCES OF CONFLICTSOURCES OF CONFLICT

EFFECTS OF CONFLICT EFFECTS OF CONFLICT WITHIN GROUPSWITHIN GROUPS


• COHESIVENESS INCREASESCOHESIVENESS INCREASES• WITH COMMON ENEMY -GROUPS BECOME MORE WITH COMMON ENEMY -GROUPS BECOME MORE

TIGHT-KNITTIGHT-KNIT

• MEMBERS BECOME MORE TASK-MEMBERS BECOME MORE TASK-ORIENTEDORIENTED

• WORKS HARD TO MEET THREAT POSED BY WORKS HARD TO MEET THREAT POSED BY ENEMYENEMY

• LEADERSHIP BECOMES MORE LEADERSHIP BECOMES MORE AUTOCRATICAUTOCRATIC

• GROUP FEELS DANGER - TOLERATES MORE GROUP FEELS DANGER - TOLERATES MORE DIRECT CONTROLDIRECT CONTROL



• GROUP STRUCTURE BECOMES MORE GROUP STRUCTURE BECOMES MORE FORMALFORMAL

• MEMBERS DUTIES, RESPONSIBILITIES GET MEMBERS DUTIES, RESPONSIBILITIES GET CLEARLY DEFINEDCLEARLY DEFINED

• GROUP NORMS BECOME STRONGERGROUP NORMS BECOME STRONGER• CONFORMITY IS STRESSED - DEMONSTRATE CONFORMITY IS STRESSED - DEMONSTRATE

LOYALTYLOYALTY

EFFECTS OF CONFLICT EFFECTS OF CONFLICT BETWEEN GROUPSBETWEEN GROUPS

EFFECTS OF CONFLICT EFFECTS OF CONFLICT BETWEEN GROUPSBETWEEN GROUPS

• EACH GROUP’S PERCEPTION OF THE EACH GROUP’S PERCEPTION OF THE OTHER BECOMES NEGATIVEOTHER BECOMES NEGATIVE

• PERCEPTUAL DISTORTIONS OCCURPERCEPTUAL DISTORTIONS OCCUR

• HOSTILITY INCREASES AND HOSTILITY INCREASES AND COMMUNICATION DECREASESCOMMUNICATION DECREASES

MODEL OF CONFLICT MODEL OF CONFLICT MANAGEMENT STYLESMANAGEMENT STYLES

GGOOAALLSS

IMPORTANCE OF IMPORTANCE OF RELATIONSHIPRELATIONSHIP

IIMMPPOORR

T OFT OFAANNCCEE

HIHI

LOLO

LOLO HIHI


GGOOAALLSS


IIMMPPOORR

T OFT OFAANNCCEE

HIHI

LOLO

LOLO HIHI

AVOIDINGAVOIDINGFEAR OF LOSE-LOSEFEAR OF LOSE-LOSE

AVOIDINGAVOIDINGAVOIDINGAVOIDING

• POSTPONE UNTIL YOU “COOL DOWNPOSTPONE UNTIL YOU “COOL DOWN

• OROR

• IGNORE CONFLICTS RATHER THAN RESOLVE IGNORE CONFLICTS RATHER THAN RESOLVE THEM.THEM.

• PERSONAL STAKES ARE NOT HIGH.PERSONAL STAKES ARE NOT HIGH.

• FEAR CONFRONATION WILL HURT WORKING FEAR CONFRONATION WILL HURT WORKING RELATIONSHIP.RELATIONSHIP.

• LITTLE CHANCE OF SATISFYING YOUR WANTS.LITTLE CHANCE OF SATISFYING YOUR WANTS.

• PASSIVE BEHAVIOUR OF THE ADAPTED CHILD OR PASSIVE BEHAVIOUR OF THE ADAPTED CHILD OR NURTURING PARENT EGO STATE.NURTURING PARENT EGO STATE.

MODEL OF CONFLICT MODEL OF CONFLICT MANAGEMENT STYLESMANAGEMENT STYLESMODEL OF CONFLICT MODEL OF CONFLICT

MANAGEMENT STYLESMANAGEMENT STYLES

GGOOAALLSS


IIMMPPOORR

T T OFOFAANNCCEE

HIHI

LOLO

LOLO HIHI

ACCOMMODATINGACCOMMODATING (Smoothing)(Smoothing)

LOSE-WINLOSE-WINAVOIDINGAVOIDING

FEAR OF LOSE-LOSEFEAR OF LOSE-LOSE

ACCOMMODATING ACCOMMODATING (SMOOTHING)(SMOOTHING)

ACCOMMODATING ACCOMMODATING (SMOOTHING)(SMOOTHING)

• PLACE IMPORTANCE ON RELATIONSHIPS.PLACE IMPORTANCE ON RELATIONSHIPS.• RESOLVE CONFLICTS BY GIVING INRESOLVE CONFLICTS BY GIVING IN

– UNASSERTIVE TALK - USUALLY ADAPTED CHILD ORUNASSERTIVE TALK - USUALLY ADAPTED CHILD OR

– ASSERTIVE TALK - NURTURING PARENT EGO STATES.ASSERTIVE TALK - NURTURING PARENT EGO STATES.

• WIN-LOSE SITUATION - THE OTHERS WIN.WIN-LOSE SITUATION - THE OTHERS WIN.• HELPS TO MAINTAIN RELATIONSHIPS.HELPS TO MAINTAIN RELATIONSHIPS.

• PEOPLE MAY TAKE ADVANTAGE.PEOPLE MAY TAKE ADVANTAGE.


GGOOAALLSS


IIMMPPOORR

T OF T OF AANNCCEE

HIHI

LOLO

LOLO HIHI

FORCING (COMPETING) FORCING (COMPETING) WIN-LOSEWIN-LOSE


LOSE-WINLOSE-WINAVOIDINGAVOIDING

FEAR OF LOSE-LOSEFEAR OF LOSE-LOSE

FORCING OR COMPETING FORCING OR COMPETING

• When we come back I’m going to When we come back I’m going to discuss and give an example of one of discuss and give an example of one of the most common conflict resolution the most common conflict resolution approaches – Forcing.approaches – Forcing.



Conflict Conflict Management: An Management: An

ExampleExample

LECTURE 11b

FORCING OR COMPETING: FORCING OR COMPETING: A REVIEW A REVIEW

• USES USES HEAVY C.O.N.T.R.O.L.HEAVY C.O.N.T.R.O.L. TO RESOLVE TO RESOLVE CONFLICTS.CONFLICTS.

• PERSONAL GOALS MORE IMPORTANT THAN PERSONAL GOALS MORE IMPORTANT THAN RELATIONSHIPSRELATIONSHIPS

• FORCING RESOLUTIONS TO PROBLEMS.FORCING RESOLUTIONS TO PROBLEMS.

• CREATE WIN-LOSE SITUATIONS. CREATE WIN-LOSE SITUATIONS.

• USE CONTROLLING PARENT OR REBELLIOUS CHILD USE CONTROLLING PARENT OR REBELLIOUS CHILD EGO STATES.EGO STATES.

• SOMETIMES BETTER DECISIONS COMPARED TO SOMETIMES BETTER DECISIONS COMPARED TO LESS EFFECTIVE COMPROMISED DECISIONS.LESS EFFECTIVE COMPROMISED DECISIONS.

Competitive Conflict Resolution Competitive Conflict Resolution

Hard Competitive Conflict Hard Competitive Conflict ResolutionResolution

Hard Competitive Conflict Hard Competitive Conflict ResolutionResolution

Distributive

Distributive

Bargaining

Bargaining

$14 $14 MM

$8M$8M


GGOOAALLSS

IMPORTANCE OF IMPORTANCE OF

RELATIONSHIPRELATIONSHIP

IIMMPPOORRT OFT OFAANNCCEE

HIHI

LOLO

LOLO HIHI

FORCINGFORCING WIN-LOSEWIN-LOSE


ACCOMMODATINGACCOMMODATING LOSE-WINLOSE-WIN

C.O.N.T.R.O.L. TALK

C.O.N.T.R.O.L. TALK



Lecture 11cLecture 11c

CONFLICT IN CONFLICT IN ORGANIZATIONSORGANIZATIONS

MODEL OF CONFLICT MODEL OF CONFLICT MANAGEMENT STYLESMANAGEMENT STYLESMODEL OF CONFLICT MODEL OF CONFLICT

MANAGEMENT STYLESMANAGEMENT STYLES

GGOOAALLSS


IIMMPPOORR

T OFT OFAANNCCEE

HIHI

LOLO

LOLO HIHI

FORCING FORCING WIN-LOSEWIN-LOSE


LOSE-WINLOSE-WIN

COMPROMISINGCOMPROMISINGBOTH WIN - BOTH LOSEBOTH WIN - BOTH LOSE


C.O.N.T.R.O.L. Talk

COMPROMISINGCOMPROMISINGCOMPROMISINGCOMPROMISING

• CONCERNED WITH BOTH GOALS AND CONCERNED WITH BOTH GOALS AND RELATIONSHIPS.RELATIONSHIPS.

• TRY TO RESOLVE CONFLICT THROUGH TRY TO RESOLVE CONFLICT THROUGH CONCESSION. CONCESSION.

– WILLING TO FORFEIT SOME GOALS - ENCOURAGES OTHERS TO WILLING TO FORFEIT SOME GOALS - ENCOURAGES OTHERS TO DO THE SAME.DO THE SAME.

– ELICITS ASSERTION AND COOPERATIVE ADULT EGO STATES.ELICITS ASSERTION AND COOPERATIVE ADULT EGO STATES.

• WIN-LOSE OR LOSE-LOSE RESULT.WIN-LOSE OR LOSE-LOSE RESULT.– RELATIONSHIPS MAINTAINED - BUT LESS THAN IDEAL RELATIONSHIPS MAINTAINED - BUT LESS THAN IDEAL

OUTCOMES MAY RESULT.OUTCOMES MAY RESULT.


GGOOAALLSS


IIMMPPOORR

T OFT OFAANNCCEE

HIHI

LOLO

LOLO HIHI

FORCING FORCING WIN-LOSEWIN-LOSE


LOSE-WINLOSE-WIN

COMPROMISINGCOMPROMISINGBOTH WIN- BOTH LOSEBOTH WIN- BOTH LOSE


COLLABORATINGCOLLABORATING

WIN-WINWIN-WIN

C.O.N.T.R.O.L. Talk

D.I.A.L.O.G.U.E. Talk

COLLABORATINGCOLLABORATING

• VALUE BOTH THEIR GOALS AND RELATIONSHIPS.VALUE BOTH THEIR GOALS AND RELATIONSHIPS.

• RESOLVE DISPUTES BY FINDING AGREEABLE SOLUTIONS RESOLVE DISPUTES BY FINDING AGREEABLE SOLUTIONS FOR ALL PARTIES FOR ALL PARTIES THROUGH D.I.A.L.O.G.U.E.THROUGH D.I.A.L.O.G.U.E.

• ADULT EGO STATEADULT EGO STATE

• WIN-WIN SITUATIONSWIN-WIN SITUATIONS

• CONFLICT IS NOT SETTLED UNTIL ALL PEOPLE GET WHAT CONFLICT IS NOT SETTLED UNTIL ALL PEOPLE GET WHAT THEY WANTTHEY WANT

• CONSUMES A GREAT DEAL OF TIME AND EFFORT.CONSUMES A GREAT DEAL OF TIME AND EFFORT.

COLLABORATION AND COLLABORATION AND PRINCIPLED NEGOTIATIONPRINCIPLED NEGOTIATION

• IF AN ORGANIZATION IS WISE THEY WILL BE IN A IF AN ORGANIZATION IS WISE THEY WILL BE IN A FACILITATOR OR NEGOTIATOR – TO DEAL WITH A FACILITATOR OR NEGOTIATOR – TO DEAL WITH A PROBLEM THAT THE MANAGERS CAN’T RESOLVE PROBLEM THAT THE MANAGERS CAN’T RESOLVE BETWEEN TWO GROUPS OR INDIVIDUALS:BETWEEN TWO GROUPS OR INDIVIDUALS:

• THEY OFTEN ENCOURAGE A FORM OF CONFLICT THEY OFTEN ENCOURAGE A FORM OF CONFLICT RESOLUTION PROBLEM SOLVING CALLED RESOLUTION PROBLEM SOLVING CALLED PRINCIPLED NEGOTIATION:PRINCIPLED NEGOTIATION:

• SEPARATE THE PEOPLE FROM THE PROBLEMSEPARATE THE PEOPLE FROM THE PROBLEM

• FOCUS ON INTERESTS NOT POSITIONSFOCUS ON INTERESTS NOT POSITIONS

• INVENT OPTIONS FOR MUTUAL GAININVENT OPTIONS FOR MUTUAL GAIN

• INSIST ON OBJECTIVE CRITERIAINSIST ON OBJECTIVE CRITERIA

• REQUIRESREQUIRES D.I.A.L.O.G.U.E. D.I.A.L.O.G.U.E.

MANAGING CONFLICT AT THE MANAGING CONFLICT AT THE ORGANIZATIONAL LEVELORGANIZATIONAL LEVEL


• INCREASING INTERGROUP CONTACTSINCREASING INTERGROUP CONTACTS– BRING PARTIES TOGETHER WHEN MEETINGS ARE FOR BRING PARTIES TOGETHER WHEN MEETINGS ARE FOR

SHARED PROBLEM-SOLVING, JOINT SOLUTION SHARED PROBLEM-SOLVING, JOINT SOLUTION DEVELOPMENTDEVELOPMENT

– WE JUST DISCUSSED THISWE JUST DISCUSSED THIS

• DEVELOPING A SUPERORDINATE GOALDEVELOPING A SUPERORDINATE GOAL– SOMETHING THAT’S BIGGER THAN BOTH - DESIRED BY BOTH - SOMETHING THAT’S BIGGER THAN BOTH - DESIRED BY BOTH -

REQUIRES JOINT EFFORT TO ACHIEVE - SOMETIMES A COMMON REQUIRES JOINT EFFORT TO ACHIEVE - SOMETIMES A COMMON ENEMY OUTSIDE OF BOTHENEMY OUTSIDE OF BOTH



• INCREASING INTERGROUP CONTACTSINCREASING INTERGROUP CONTACTS– BRING PARTIES TOGETHER WHEN MEETINGS ARE FOR BRING PARTIES TOGETHER WHEN MEETINGS ARE FOR

SHARED PROBLEM-SOLVING, JOINT SOLUTION SHARED PROBLEM-SOLVING, JOINT SOLUTION DEVELOPMENTDEVELOPMENT

– WE JUST DISCUSSED THISWE JUST DISCUSSED THIS

• DEVELOPING A SUPERORDINATE GOALDEVELOPING A SUPERORDINATE GOAL– SOMETHING THAT’S BIGGER THAN BOTH - DESIRED BY BOTH - SOMETHING THAT’S BIGGER THAN BOTH - DESIRED BY BOTH -

REQUIRES JOINT EFFORT TO ACHIEVE - SOMETIMES A COMMON REQUIRES JOINT EFFORT TO ACHIEVE - SOMETIMES A COMMON ENEMY OUTSIDE OF BOTHENEMY OUTSIDE OF BOTH

• RESTRUCTURINGRESTRUCTURING– IF CAUSE OF CONFLICT IS STRUCTURAL - ORG. RE-DESEIGN - IF CAUSE OF CONFLICT IS STRUCTURAL - ORG. RE-DESEIGN -

SEPARATING THEM OR COMBINING CAN WORKSEPARATING THEM OR COMBINING CAN WORK

communication in organizations lecture 11a conflict in organizations

Documents

effects of conflict

lohi slide

loyalty slide

groups group structure

direct control slide

win avoiding fear

negativeeach groups

adapted child