shockley ppt ch9

Shockley-Zalabak, 9e Update Pamela S. Shockley-Zalabak

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Chapter 9Organizational Conflict: Communicating for Effectiveness

Learning Objectives (1 of 2)

9.1 Analyze how organizational communicators' knowledge of conflicts help resolve conflicts effectively9.2a Define organizational conflict9.2b Describe organizational conflict9.3 Describe individual conflict styles and strategic objectives9.4 Describe group conflict approaches


Learning Objectives (2 of 2)

9.5 Express ethical abuses during conflict9.6 Express individual responsibilities for productive conflict9.7 Develop processes for productive conflict


Introduction: Organizational Conflict: Communicating for Effectiveness

Objective 9.1 Analyze how organizational communicators' knowledge of conflicts help resolve conflicts effectively


9.1 Introduction: Organizational Conflict: Communicating for Effectiveness

- Competencies - Communicating for effectiveness


Defining and Describing Conflict Processes

Objective 9.2a Define organizational conflict Objective 9.2b Describe organizational conflict


9.2 Defining and Describing Conflict Processes (1 of 5)

• Defining Conflict- Overview

- Process involved in conflict

Copyright © 2016 Pearson Education, Inc. All rights reserved.


• Conflict Contexts- Occurrence of conflict

- The conflict context influences



• Conflict Causes- Overview

- Occurrence of conflict



• Conflict Episodes- Overview

- Five basic conflict stages



• Conflict Consequences- Overview

- Benefits


The Individual in Organizational Conflict

Objective 9.3 Describe individual conflict styles and strategic objectives


9.3 The Individual in Organizational Conflict (1 of 4)

• Orientations/Predispositions/Styles- Avoidance

- Competition - Compromise

- Accommodation - Collaboration



• Strategic Objectives- Objectives

- Strategic choice



• Communication Tactics in Conflict- Overview

- Categories of tactics



• Emotion during Conflict- Overview

- Three components of emotion


Groups in Organizational Conflict

Objective 9.4 Describe group conflict approaches


9.4 Groups in Organizational Conflict (1 of 10)

• Group Members in Conflict- Overview

- Styles of conflict



• Framing and Sensemaking- Overview

- Framing from a sensemaking perspective



• Procedural Conflict- Overview

- Process



• Interpersonal Issues- Overview

- How conflict happens



• Substantive Issues- Overview

- Contribute to organizational group conflict



• Groupthink- Group conflict

- Surface harmony



• Dissent- Reasons for dissent

- Organizational support for dissent



• Group Conflict Management Processes- Negotiation

- Bargaining- Mediation

- Third-party arbitration



• Power and Organizational Conflict- Uses of organizational charts

- Factors affecting organizational conflicts- Factors influencing conflict processes



• Conflict with Customers and Vendors- Customer interactions

- Effective conflict management


Special Types of Organizational Conflict: Sexual Harassment, Discrimination, and Ethical Abuses

Objective 9.5 Express ethical abuses during conflict


9.5 Special Types of Organizational Conflict: Sexual Harassment, Discrimination, and Ethical Abuses

- Sexual harassment - Discrimination

- Bias - Theory of marginality

- Six major areas where ethical abuses can occur


Productively Engaging in Conflict

Objective 9.6 Express individual responsibilities for productive conflict


9.6 Productively Engaging in Conflict

- Value of conflict - Responsibilities for productive conflict


Guidelines for Productive Conflict

Objective 9.7 Develop processes for productive conflict


9.7 Guidelines for Productive Conflict (1 of 3)

• Contribute to Supportive and Ethical Environments for Conflict- Evaluation versus problem description

- Control versus problem orientation- Strategy versus spontaneity

- Neutrality versus empathy- Superiority versus equality



• Monitor Your Personal Behavior and the Behavior of Others for Signs of Destructive Conflict- Identify common goals and interests between people or in groups

- Develop norms to work on problems- Work on problem identification and definition

- Focus on mutual gain



• Set a Meeting to Work on the Conflict- Develop solutions and narrow the choices for action- Commit to solutions

- Monitor the process
