psychodynamics & conflict
DESCRIPTION
TRANSCRIPT
Understanding Conflict
"Diversity raises the intelligence of groups.”
Nancy Kline
Cognitive Dissonance
“A psychological discomfort or an aversive drive state that people are motivated to reduce, just as they are motivated to reduce hunger”
Heider (1946, 1958)
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Cognitive Dissonance
Empirical evidence that other’s attitudes are a source of cognitive inconsistency Shown that disliked/unrelated people are less
likely to come to a mutually beneficial agreement Process is less pleasant and results are not
stable
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Cognitive Dissonance
Increasing group pressure has been found to raise experience of discomfort within individuals of the group
Fear of confronting due to increasing dissonance
Will often agree to something they don’t really agree with (group think)
Threaten understanding of reality and normative regulation of self and social goals
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Cognitive Dissonance & Organizational Conflict
Does lead to conflict “Deutsch’s Crude Law of Social Relations”
Cooperation induces and is induced by a perceived similarity in: Beliefs Attitudes Readiness to be helpful Openness in communication Sensitivity to common interests
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Organizational Conflict
Competition induces: Tactics of coercion Threat Deception Attempts to enhance power differences Minimize awareness of similarities Poor communication Suspicious and hostile attitudes
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Managing Organizational Conflict
“Conflict arises when two or more parties are interdependent and each party’s goals are more or less incompatible with the other party’s goals”
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Power-Dependency Model
Conflict arises between two or more parties when they are linked in a power-dependency relationship Each wants something from the other that is
not easily attainable elsewhere “Something” is described as an outcome
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Causes of conflict
Arises from: Personality or ideologies within the parties
Change parties or ideologies (psychotherapy) Roles and scarcity of resources
Change the environment
Wants Has
HasWants
POWER
POWER
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Power-Dependency Model
Power is a function of dependence Dependence is a function of available
outcomes sources and value of outcome Power-dependent relationships parties
perceive an exchange of like or unlike outcomes will be mutually beneficial
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Structural Causes of Conflict Task clarity Task complexity Task environment Time orientation Goal orientation
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Individual Causes of Conflict
Psychological in nature Viewed through personal lens These views are often dependent on role and
prior experience Personal experience Role models and/or mentors/supervisors Perception of other’s need (wants) and their own
power (have)
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Environmental Causes
“A” has what “B” needs due to: Location Expertise Agendas Capabilities Technologies
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Methods of Conflict Management
Structural channeling Negotiation skills Strategy Tatics Sanctions Third-party Intervention
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Structural Channeling
Brickman (1974) classifies as: Unstructured
No social restraints on either party Partially structured
Agreed upon structure exists for channeling Fully structured
Each party’s behavior is fully prescribed
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Classic labor relations
Partially structured conflict model Parties BARGAIN over, but do not SETTLE their
conflicts (Brett, 1980)
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Partial Structuring
Rely on organizational (personal) redesign to provide for integration
Examples are: Liaisons Task forces Team Integrating department Matrix designs
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Negotiation
“Classic” theory is the bargainers act rationally Compare cost and benefits
Behavioral studies recognize that decision-making behavior are made under condition of in which meaning is subjective Decision makers have limited cognitive ability to
use full information objectively
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Strategy
Most common approach is concession Concessions are behaviors that reduce the
difference between the difference between parties on an issue Attempts to influence concession behavior and or
perceptions of the other party Pattern of concessions is “bargaining”
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Strategy
"The smartest strategy in war is the one that allows you to achieve your objectives without having to fight”
- Sun Tzu
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Tatics
Tactics are attempts to influence the opponent’s perceptions via argument
Two types of tactics: Attempt to change the other party’s perception of
his/her own power Attempt to change the other party’s perception of
your own power
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Sanctions
Studies have found that tactical reciprocity is particularly strong when factors are sanctions When one threatens sanctions, the other
responds in same As sanctions become reality concession behavior decreases
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Minimizing Conflict
Develop a set of values that emphasizes:
Group loyalty Mutual trust Personal equality Cooperation
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