organizational conflict
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Organizational Conflict. The Good, The Bad, and T he Ugly. Conflict Definition. “A process that begins when one party perceives another party has or is about to negatively affect something the first party cares about.” - PowerPoint PPT PresentationTRANSCRIPT
The Good, The Bad, and The Ugly
Organizational Conflict
Conflict Definition• “A process that begins when one party perceives another party has or is about to negatively affect something the first party cares about.”
• This can range from a simple difference of opinion to overt acts of violence
• Is organizational conflict negative or positive?
Conflict Definition• “A process that begins when one party perceives another party has or is about to negatively affect something the first party cares about.”
• This can range from a simple difference of opinion to overt acts of violence
• Is organizational conflict negative or positive? Yes
Conflict Cultures
Embrace & Manage
Suppress Indulge
• Traditional View of Conflict
• Interactionist View of Conflict
• Resolution Focused View of Conflict
Antecedents to Conflict•Communication – Either too much or too little
•Structure – Jurisdictional ambiguity and interdependence
•Personal Variables – I hate you and you hate me
Types of Conflict• Task Conflict – Is related to goals and the actual work that gets done
• Process Conflict – This is related to how the work gets done
• Relationship Conflict – This is related to interpersonal relationship breakdowns
Conflict Handling Intentions
• Compromise
• Win-Lose
• Win-Win
• Lose-Win
• Lose-Lose
Conflict Outcomes
Conflict Outcomes
Supervisor Involvement
When does a supervisor become a “conflict resolver?”
• When a law, policy, or rule is being broken
• When the involved parties’ performance starts to suffer
• When the climate gets so bad that morale or other employee’s performance begins to suffer
Supervisor’s Role
Mediator – a “neutral” third party who facilitates a resolution by “forcing” the conflicting parties to come together and by encouraging honest communication. • Non-Coercive and unbiased
Arbitrator – A third party who can dictate an agreement on the conflicting parties. • Because it’s a “forced” solution conflict
may arise again.
Conflict Management Techniques
Resolution – • Problem Solving• Superordinate Goals• Expansion of Resources• Avoidance• Smoothing• Compromise• Authoritative Command• Altering the Human Variables• Altering the Structural Variables
Conflict Management Techniques
Stimulation – • Communication
• Bringing Outsiders
• Restructuring the Organization
• Appointing a Devil’s Advocate
Modeling the Way
See/Hear Tell a Story Feel Act
Path to Action
Don’t Confuse Stories With Facts
Ask Yourself “Why Would a Decent Person do This?”
Check Your Perceptions by Telling at Least Two Stories to Every Situation
Use Your Self-Awareness and Self-Control
Crucial Conversations: Tools for talking when the stakes are high. Patterson, Greeny, et al.
Organizational Conflict
• Functional Conflict vs. Dysfunctional Conflict • Don’t let Process and Task Conflict Become Relationship Conflict
• The Conflicts That Cause the Most Trouble are Those That are Never Addressed Directly