n6 communication - coping with conflict and stress for n6 students at tvet colleges
TRANSCRIPT
Mod 3: Coping with conflict and
stressPg 165 – 198Chapter 8 in
textbook
8.1 Definition of Conflict (page 165)
Conflict involves intrapersonal or interpersonal confrontations, caused by the simultaneous arousal
of incompatible motives or needs, that lead to a temporary or permanent disruption of normal
functioning.
8.2 Modern view of conflict in working
situations• Traditional view: avoid the working
environment• Interactive view: conflict is a natural, inevitable
part of human behaviour – it should be properly controlled and managed.
• If well-managed then it conflict can be beneficial and essential if an organisation is to function effectively.
• Manager: must maintain minimum levels of conflict – he has to monitor, analyse and control existing levels of conflict continuously.
8.2 Proper management and control of conflict:
• Distinguish between functional (constructive) and disfunctional (destructive) conflict
• Take stock of the pro’s (potential benefits) and the con’s (potential costs or disadvantages) of conflict
• Instituting procedures which would maximise the potential benefits of conflict and minimise its costs.
8.3 Functional and Disfunctional Conflict
(p.166)Functional Conflict Disfunctional conflict
• Mild levels of conflict which are constructive in nature
• Usually lead to healthier personal relationships, improved performance and positive organisa-tional results
• Non-functional conflict• Involves ever increasing
levels of conflict• Is destructive in nature• Usually lead to
deteriorating interpersonal relationships, poor performance and negative organisational results
8.4 Types of Conflict p.166
1. Intrapersonal conflict2. Interpersonal conflict3. Conflict within groups4. Intergroup confict5. Conflict between
management and staff6. Interorganisational
conflict7. Community or
societal conflict
8.4 Types of conflict8.4.1 Intrapersonal• Conflict within an
individual• Caused by boredom,
frustration or anxiety when faced with certain tasks or decisions.
• Degree of intrapersonal conflict day to day
8.4 Types of conflict8.4.2 Interpersonal
Interpersonal conflict requires:
• Interactions in which two or more individuals attempt to satisfy mutually incompatible needs.
• Opposing or conflicting needs.
• State of tension due to opposing or conflicting patters of behaviour.
• Opposing interests• Recognition of
conflicting interests from parties
• Belief that other party has harmed or intends to harm its interests
• Ongoing interaction• Direct actions by one or
both sides that harm interest of other side
8.4 Types of conflict8.4.3 Conflict within
groups• Individuals within the
same group often experience conflict
• Causes: different views regarding the causes of a problem
• Can be more personal, leave taken at the same time.
8.4 Types of conflict8.4.4 Intergroup
conflict• Varying degrees of
conflict between different groups
• Healthy competition between groups
• Less healthy conflict – annual race for increase in office space
8.4 Types of conflict8.4.5 Conflict between management
and staff• “Them vs. us”
syndrome• Different perceptions
regarding functions of management and staff
• Some see management having “a soft job”
• Appreciation shown to staff can be lacking
8.4 Types of conflict8.4.6 Interorganisational
conflict
• Conflict between members of competing organisations
• Examples: Cellular cellphone networks, car manufacturers, Television networks
8.4 Types of conflict8.4.7 Community or societal conflict• Political, social,
economical and religious differences can give rise to conflict
8.5 Causes of conflict p.168
1. Training and development
2. Poor communication3. Working conditions4. Intercultural differences5. Different goals and
values6. Conflicting personalities7. Poor self-image
8.5.1 Training & Development
• Some workers may have received more training than others and therefore have more skills regarding a specific subject.
• If they are grouped together they will experience frustration and stress which could result in destructive (dysfunctional) conflict.
• One employee is older and more experienced than another; the other employee is younger and less experienced but has more certificates. Both believe their way of solving a problem is the correct way.
8.5.2 Poor Communication p.169• Incorrect channels – must convey information via
the correct channels or means of communication.• Ineffectiveness of formal communication channels
which leads to ineffective distribution of information.
• Faulty communication• Subjective factors – hostile and non-hostile remarks• Attempts at constructive criticism are
misinterpreted as personal remarks.• In the new book communication channels are
faulty:o Organisational levelo Personal level
Causes of conflict8.5.3 Working
conditions8.5.4 Intercultural
differences• Inadequate working
conditions• Poor lighting,
cramped spaces, heat, poor ventilation, poor facilities, number of working hours, leave and pension benefits lead to conflict
• People from different cultures have different conceptions, values and norms of behaviour that influence their lifestyle, views, politics and religion.
• These factors can lead to conflict
Causes of conflict8.5.5 Different goals
and values8.5.6 Conflicting
personalities• Conflict situations can
arise when working on a project due to different goals and values
• The supervisor expects dedication from juniors to give high quality, but they might just want to get through the day to go home.
• People with different personalities have their own likes and dislikes.
• Introverts vs extroverts• Neat vs untidy• If the above
personalities are working on the same project then conflict can arise.
8.5.7 A poor self-image
• People with a poor self-image will be afraid to take calculated risks because of fear of failure and being laughed at.
• They tend to be aggressive, emotional and critical of others and are unable to handle even constructive criticism.
• This may be the cause of conflict between their fellow workers and themselves.
8.6 Results of conflict p.171
Potential benefitsPotential negative
results• Conflict situations serve to
expose problems• Lead to healthy self-
criticism• Lead to creativity,
discovery of latent talents and abilities,
• Facilitate innovation and change
• Increase loyalty, motivation and performance within groups
• Cause physical, mental stress and fatigue
• Leads to defensive behaviour
• Wastes time & energy• Lead to delayed & poor
decisions• Creates deadlocks• Disrupts comm and
willingness to listen• Negative influence on
external image of org.
8.7 Coping with conflict p.172
1. General guidelines for coping with interpersonal conflict
2. Avoidance or withdrawal3. Accommodation4. Subordination5. Compromise (or agreement)6. Cooperation and problem solving (co-operational
problem solving)7. Mediation8. Arbitration
8.7.1 General guidelines for
interpersonal conflict• Focus on problem, not on person or party• Focus on facts. Be specific. Avoid vague accusations.• Be objective. Control emotions. Be cautious not to
be influenced by other’s emotions.• Show interest in opposing party’s views – be a good
listener, be patient. Allow time for other person to express his views.
• Respect opposing party’s dignity and pride.
How to handle interpersonal
diplomatic confrontation
• L – Listen• E – Empathy• A – Act towards problem, not person• D – Do not focus on person, but on
facts/problem• E – Equality (treat them like yourself)• R – Respect (them with dignity and pride)• S – Solution (come up with a solution)
8.7 Coping with conflict
8.7.2 Avoidance or withdrawal• Involves a process where problem is deliberately
ignored “procrastination” or an attitude of “let the problem go away”
8.7.3 Accommodation• Interpersonal behaviour for the sake of
harmonious relationships rather than one’s own benefit.
8.7.4 Subordination• Suppressing differences because they have a
more important common goal to achieve – or more important enemy to face.
8.7 Coping with conflict
8.7.5 Compromise (agreement)• Partly satisfying requirements of each of parties
concerned. Temporary settlement of conflict.8.7.6 Cooperation and problem solving• Attempt to find a true solution beneficial to all
parties. All work together to find the best solution by offering advice, listening to solutions. A common goal is set before co-operational problem solving.
8.7.7 Mediation• Asking an outside party to assist both conflicting
sides in reaching an agreement.
8.7 Coping with conflict
8.7.7 Arbitration• When normal negotiations have failed to solve
conflict, conflicting parties may agree to submit their dispute to an external, impartial arbitrator, who will then formulate a settlement.
• Binding arbitration – all parties involved must accept the arbitrator’s decision
• Voluntary arbitration – either party is free to reject or accept the proposed settlement
• To get to a lasting agreement, it is essential arbitrator should be acceptable to both parties.
8.8 Formal mechanisms for solving conflict
1. Grievance procedureo Reasons why a grievance procedure is essential
2. Disciplinary actiono Principles underlying the disciplinary code
3. Essential requirements for a disciplinary codeo Requirements that has to be met
8.8.1 Definitions p.174• GRIEVANCE PROCEDURE
It is an orderly, formal system
whereby the employer and
employee determine whether
or not the employment
contract has been violated
• GRIEVANCEIt is a complaint that is related to the employee’s treatment or position within his daily working routine and which needs the attention of management.
8.8.1 Grievance Procedure p.174
1. Reasons why it is essential:• 1st level supervisors do
not have the interpersonal skill or authority to settle all complaints and dissatisfactions.
• Existence reduces likelihood of unauthorised action by supervisors
• Formal procedure draws attention of higher management to see problems and needs of employees – and irregular or unfair aspects in policy
• Serves as an outlet for employees’ frustration and can improve staff morale.
PROCEDURE FOR HANDLING A GRIEVANCE
1. Receive complaint2. Define nature of complaint3. Separate facts from opinions4. Analyse and evaluate the facts5. Make a decision6. Apply the answer7. Follow up to determine whether the clash
has been resolved.
Definitions• Disciplinary
actionAn action on the
part of management aimed at stopping member
behaviour that threatens to disrupt
the functioning of the system.
• Disciplinary codeA set of rules or a code of conduct that the members of the organisation must obey if it is to function successfully.
Examples of disciplinary action: Reprimands, formal verbal warnings, written warnings, a final written warning, demotion
in seniority, suspension, termination of service, transfer, penalties.
8.8.2 Disciplinary action p.175
Principles underlying the disciplinary code:• Recognises management’s right to take
appropriate steps against any employee whose conduct is detrimental to the interests of the company.
• Recognises an employee’s right to a fair hearing and to appeal against any disciplinary measure which he regards as unjust.
• Emphasis is on prevention, justice and rehabilitation. Disciplinary procedures should only be instituted if an employee makes no effort to improve his behaviour.
Disciplinary procedure• Verbal warning: Supervisor to worker• Written warning: Indicate offence
and how it should be corrected• Final written warning: Manager or
Supervisor to worker• Dismissal: By using disciplinary
hearing• Final written warning: After appeal
has been received.
• Phase 1• Phase 2
• Phase 3
• Phase 4• Phase 5
8.8.3 Essential requirements for the
disciplinary codeA disciplinary system should meet the following requirements:• A definite and clearly stated disciplinary policy and
procedure should exist• Rules of the organisation must be clearly communicated
to employees before they can be held accountable.• Set rules and standards should be reasonable• Employee is presumed innocent until proven guilty• Disciplinary steps must be fair and consistent• Disciplinary steps should involve progressively severe
penalties.• The offending employee has the right to counsel, and
the right to appeal.
8.10 Coping with stress p.180
1. Definition:Stress is the physiological, psychological and behavioural response of an individual in his attempts to adjust/balance to internal and/or external pressures or demands.
8.10.2 The relationship between
conflict & stress2. Relationship between conflict and stressRemember the definition of conflict?Intra- and interpersonal confrontations caused by simultaneous arousal of incompatible motives or needs, results in a disruption of normal functioning.Conflict represents internal or external pressures to which the individual has to adjust.Conflict therefore can cause the individual to experience stress. Should the response be negative, then it can lead to even a greater experience of stress.The conflict-stress cycle can become vicious …
8.10.3 Different types of stress (Eustress)
p.181• Seen as a positive force, it stimulates the
individual into finding life challenging and exciting. “The right amount and kind of stress makes you come alive” – it makes you perform at your best.
• Can lead to: improved job-related performance, greater creativity and motivation, can lead to a more satisfying career.
• It is essential, a positive aspect in any one’s life. • Can lead towards achieving your goals.
8.10.3 Different types of stress (Distress)
p.181• Negative force, accomplished by feelings of
trauma and an inability to cope.• Characterised: feelings of exhaustion, anxiety,
tension, sense of being rushed.• Victims show: physiological irregularities like
heart palpitations and excessive perspiration.• Job situation: inability to concentrate, poor
judgement, loss of emotional control, increased conflict.
8.10.4 Stressors p.181
Stressor: any factor on condition which causes stress:• Emotional (worry, fear, frustration, conflict, guilt,
grief• Physiological (injury to the body, illness or
exhaustion• Physical (time pressure, work load, criteria of
performance)Three interrelated categories of stressors:• Frustrations (obstacles, frustrations, personal
limitations)• Conflicts (confrontations, incompatible needs)• Pressures (to achieve certain goals or to behave in a
particular manner) – External or internal
8.10.4 Severity of stress
(How strong?)p.182Severity of stress is determined (measured) by the degree to which it disrupts functioning. This depends on:• The characteristics of the stressor• The particular individual’s resources and the
available supporting human and material resources• The relationship between the two factors above
8.10.5 Physiology of stress p.182
Stress is the human body’s attempts to restore an imbalance caused by a stressor of some kindThe body reacts in different stages:• The alarm (or warning) stage (fight or flight)
o See page 183 for physiological changes• The resistance stage (enters into here when
stress is experienced by some time)• The exhaustion (“burn-out”) stage
(stress is overwhelming and victim is unable to cope).
Also see page 183 for other
symptoms
8.10.6 Negative physical, emotional & behavioural effects of
stress p.184• Interrelated emotional, behavioural and physical
effects of stress on the human being• Know the definitions of the various neuroses• See page 185 for behavioural and physical effects• Emotional (temporary) effects
o Transitory (temporary) effectso More damaging, persistent effects of neuroses
• Anxiety (fear always)• Depression (sadness)• Hysteria (panic)• Obsessions (if routine
is broken then personcannot functionnormally)
8.10.7 Common reasons for stress p.1851. Personal living conditions2. Working environment
1. Poor physical working conditions2. Job overload3. Job underload4. Role in the organisation5. Relationship at work6. Organisational structure and climate7. Career prospects8. Family relationship
3. Economical, political and social stressors4. The personality of the individual
8.10.7.4 Personality of the individual p.188-189Type A personality Type B personality
• Self-assertive, aggressive, hostile “ready to pick a fight”
• Impatient• Workaholic• Involved in multiple projects• Take on excessive responsibility• Extremely competitive• Critical of others• Impatient listener• Explosive speaker (fast)• Make quick, impulsive decisions
• Placid and calm, no hostility towards others
• Patient and hardy• Relatively relaxed, easy-
going• Neither competitive nor
achievement-oriented or over-ambitious
• Reflects thoroughly before making decisions
• Copes well with stress• Adapts well to changing
environmental needs
8.10.8 Coping with stress p.190
1. General guidelines for coping with stress (De-stress)
• Improve your decision-making skills• Improve your self-image and think positively• Follow a healthy diet; get enough exercise and
sleep• Develop relaxation techniques• Establish a reliable support system• Be assertive
8.10.8 Coping with stress p.193
2. Guidelines for coping with interpersonal conflict and stress in the working environment
• Take constructive action to solve problems• Attack the cause, not merely the symptoms• Broaden your scope• Compromise• Practise diplomatic confrontation• Admit your mistake• Practice empathy• Try to bring humour into the situation• Practice restraint