Conflict in the Organization
Chapter 9
(pp. 157-171)
Overview
Communication & Conflict
Defining Conflict
Origins
Consequences
Factors nfluencing Conflict
Conflict !t"les
Disputes an# $egotiation
Conflict %anagement & &esolution
!'ills
Communication & Conflict
%il# (tensions) *s. ncapacitation
+n#erstan#ing conflict is critical to
communication success
Communication constitutes the essence
of conflict in that it undergirds the
formation of opposing issues, frames
perceptions of the felt conflict,
translates emotions and perceptions
into conflict behaviors, and sets the
stage for future conflicts (Putnam &
Poole, 1987)
Conflict Defined
To or more interdependent parties ho
perceive incompatible goals, scarce resources,
and interference from others in achieving that
goal (!oc"er & #ilmot, 199$)
Competition beteen interdependent parties
ho perceive that the% have incompatible
needs, goals, desires, or ideas (&an 'l%"e, 1999)
The interaction of interdependent people ho
perceive opposition of goals, aims, and values,
and ho see the other part% as potentiall%
interfering ith the reali(ation of these goals
(Putnam & Poole, 1987)
Conflict Defined
)nterdependence
Perceived )ncompatible *oals
'carce +esources
)nterference
'ocial )nteraction
Central to Conflict
,o- conflict is i#entifie# an# frame#
Origins of Conflict
Four Events that precipitate interpersonal conflict
&./+FF!
Failure to respon# to appeal for #esire# action
00.12%32. D.%3$D!
+n4ust or e5treme request
C&2C!%!
+nfa*ora6le or #emeaning *er6al or non*er6al act
C+%+0327. 3$$O83$C.!
&epetition of instances that crosses tolerance threshol#
Five Factors that fa*or the #e*elopment of conflict
Frequenc" of Occurrence
1oal %utualit"
1oal-9ath +ncertaint"
3ttri6ution of Cause
$egati*e Feelings
Consequences of Conflict
Negative Consequences
0ess .ffecti*e
!u6optimal 9ro#ucti*it"
nhi6ite# Cogniti*e Functioning
Positive Consequences
#entif" an# /etter +n#erstan# ssues
Clarif" ssues
Creati*e !olutions
Factors Influencing Conflict
Content &elate# *s. 9ersonal
!i:e of Conflict
&igi#it" of the ssue
9o-er Differences
n#i*i#ual 9ersonalities; 2raits;
an# Dispositions
Conflict Stles
Strateg Effectiveness
3#apt to the !ituation
/e Fair an# O64ecti*e
3ppropriate an# .ffecti*e
Communication
%utual 3-areness
Open-min#e# 3ttitu#es
<illingness to gnore 9o-er ssues
9ro6lem-!ol*ing 9roce#ures
Characterizing Conflict Stles
! "asic Conflict Stles
<ith#ra-ing (3*oi#ing)
!moothing (3ccomo#ating)
Forcing (Dominating= Competing)
Confronting (Colla6orating; 9ro6lem !ol*ing;
ntegrating)
Compromising
Ethical Climate Determines Effectiveness
of Conflict Stle
Formal 9roce#ures > &ules
%c?inne"; ?ell"; an# Duran (1997)
C%%! scale &oss & De<ine (19@@)
Concern for other; self; an# issue
$icotera (199A)
Conflict Stles #esearch
%c?inne"; ?ell"; an# Duran (1997)
Concern for other an# issue positi*el" relate# to
social confirmation
Concern for other an# issue positi*el" relate# -ith
social e5perience
Concern for self negati*el" relate# to social
composure
$icotera (199A)
37OD - e*asi*e *s. estrange#
3CCO%%OD32. - accommo#ate *s. patroni:e
CO%9.2. - asserti*e *s. aggressi*e
CO00O/O&32. - consoli#ate *s. 6egru#ge
CO%9&O%!. - B
,le-ibilit% is influenced b% li"ing, lo%alt%,
and personalit% factors (aggressiveness,
tolerance, and innovativeness)
Conflict Stles #esearch
Su$erior%s Conflict Stles and #ewards
for Su&ordinates
!"stem &e-ar#s (salar"; 6enefits; promotions)
9erformance &e-ar#s (responsi6ilit"; #ecision
ma'ing input; meaningful>challenging -or')
nterpersonal &e-ar#s (recognition; frien#ship;
status; appreciation; feeling of 6elonging)
#esults
Colla6oration an# Forcing st"les pre#ict
nterpersonal and 9erformance &e-ar#s
$o relationships i#entifie# . . .
6et-een accommo#ation an# percei*e#
re-ar#s
6et-een manager conflict st"les an# s"stem
re-ar#s
Conflict Stles #esearch
Diversit and 'ender
<or'place #i*ersit" an#
orientations to-ar# conflict can
heighten the frequenc" an#
intensit" of conflict situations
0ac' of un#erstan#ing of cultural
#ifferences can result in conflict
9ersonalit" has a greater impact on
conflict st"le than 6iological se5
Dis$utes and Negotiation
"argaining as Com$romise
Participants negotiate mutuall% shared
rules and then cooperate ithin these
rules to gain a competitive advantage
over opponent
/argaining an# $egotiation are
interchangea6le
Organi:ational &esponses (Disputing 9rocess
nstrument (D9) %orrill & 2homas; 199C)
(ggressiveness - e5pense of others
(uthoritativeness - resources of
social position
O&serva&ilit *isi6le to social
au#ience
!e*en Conflict /eha*iors (D9)
)he Negotiation Process
The goal of negotiation is no longer
exclusively getting an effective settlement
+edefinition of the problem
Perceptual change in the elements of the
problem
.e appreciation of the socio/historical conte-t
of the dispute
Communication-as-Negotiation
Transformational poer that transcends notions
of technical and instrumental rationalit%
Participants define the conflict and its
environment
Rationality and Effectiveness (and
Appropriateness) help define man% aspects of
organi(ational life
Conflict *anagement & #esolution S+ills
First; un#erstan# the factors contri&uting to conflict
$e5t; -e i#entif" the methods for resolving conflict
)wo Forms of Conflict #esolution
Distri6uti*e Conflict &esolution
<inning through the use of negati*e 6eha*iors
Disagreement to pre*ent others from reaching their goals
!er*es personal nee#s an# goals at the e5pense of others
Conflict as <$ - lose
ntegrati*e Conflict &esolution
Foster cooperation an# share# solutions
%o#if"ing i#eas; 6argaining for an accepta6le compromise
!earch for solutions an# pro*i#e support for others
Cooperati*e an# not mutuall" e5clusi*e
O64ecti*e is to share *alues; highlight common o64ecti*es;
an# help achie*e consensus
)ransition from distri&utive to integrative conflict resolution
occurs when the need to accom$lish a common goal is
recognized,
Conflict *anagement & #esolution S+ills
Once in#i*i#uals reali:e that it -ill 6e impossi6le to
achie*e the #esire# goal -ithout resources an# a6ilities
6e"on# their o-n; the transition can ta'e place.
$2.1&327. CO$F0C2 &.!O0+2O$ !?00 !.2
36ilit" to esta6lish effecti*e -or'ing relationships
%ust ha*e cooperati*e an# pro6lem-solution attitu#es
%ust 6e a6le to manage the group process an# group
#ecision ma'ing 6e 'no-le#gea6le a6out the issues
nterpersonal &elationships are at the core of our
a6ilit" to resol*e conflict
.ffecti*e #e*elopment of interpersonal relationships
among co--or'ers can potentiall" #ecrease the se*erit"
of grie*ances file#
%etaphors to #escri6e attitu#es to-ar# conflict
CO$F0C2 as <3& (great personal cost)
CO$F0C2 as %9O2.$C. (po-erless to impact)
CO$F0C2 as &32O$30 9&OC.!! (colla6oration)
%ost frequent - conflict as impotence
Conflict *anagement & #esolution S+ills
,a*ing s'ills an# 'no-le#ge of #ifferent approaches to
conflict ma" help one o*ercome a sense of helplessness
in conflict settings
&esol*ing conflicts #epen#s on the perceptions of the
negotiation
%isinformation can lea# to negati*e perceptions
Organi:ational conflict can 6e one of the most
frustrating an# #ifficult aspects of -or'ing in an
organi:ation
.speciall" frustrating -hen people feel the" ha*e no
control o*er the outcome
/e sensiti*e to "our o-n st"le of interacting an#
managing conflict an# pa" attention to the st"les of
others
Conflict is e5pecte# an# anticipate# in the
communicati*e organi:ation (CO)
2he onl" +$?$O<$ is ho- parties respon# to
conflict
Strategies for Dealing with Conflict
"e O&-ective
0nal%(e and separate content and personal issues
Planning stage for strategic communication
"e (ware of Preferred Stle of Conflict #esolution
Plan, +ecogni(e, Contain, and Cope
Distinguish Sm$toms from Causes
'%mptoms let us "no a conflict is present
Causes of conflict are issues underl%ing the
s%mptoms
Identif Success of *ethods alread Im$lemented
)gnore problems
Persuasion
Compromise
"e Sensitive to Different ($$roaches and .iews of
Conflict &ased on 'ender and Cultural Diversit
Summar
Communication & Conflict
Defining Conflict
Origins
Consequences
Factors Influencing Conflict
Conflict Stles
Dis$utes and Negotiation
Conflict *anagement &
#esolution S+ills
