CONFLICT “Conflict is inevitable, but combat is optional.”
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Transcript of CONFLICT “Conflict is inevitable, but combat is optional.”
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CONFLICT
“Conflict is inevitable, but combat is optional.”
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DEFINITION
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TRANSITIONS IN CONFLICT THOUGHTS
The Traditional View : The belief that all conflict is harmful and must be avoided.
The Human Relations View : The belief that conflict has a natural occurrence and is inevitable.
The Interactionist View : The belief that conflict is positive force and a necessity for a group to perform effectively.
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TYPES OF CONFLICT
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WHY CONFLICT ARISES
Type “A” Personality
Vs.
Type “B Personality
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TYPE ”A” PERSONALITY
Highly Competitive Strong Personality Restless when inactive Seeks Promotion Punctual Thrives on deadlines Maybe jobs at once
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TYPE “B” PERSONALITY
Works methodically Rarely competitive Enjoys leisure time Does not anger easily Does job well but
doesn’t need recognition
Easy-going
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SOURCES OF CONFLICT IN ORGANISATIONS
Differentiation Incompatible goals Scarce resources Ambiguous rules Task interdependence Communication problems
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THE CONFLICT PROCESS
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STAGE I: POTENTIAL OPPOSITION OR INCOMPATIBILITY
Communication Semantic difficulties, misunderstandings, and “noise”
Structure Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose) Dependence/interdependence of groups
Personal Variables Differing individual value systems Personality types
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STAGE II: COGNITION AND PERSONALIZATION
Perceived ConflictAwareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.
Positive FeelingsPositive FeelingsNegative EmotionsNegative Emotions
Conflict DefinitionConflict Definition
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STAGE III: INTENTIONS
Intentions
Decisions to act in a given way
Cooperativeness:
• Attempting to satisfy the other party’s concerns.
Assertiveness:
• Attempting to satisfy one’s own concerns.
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DIMENSIONS OF CONFLICT-HANDLING INTENTIONS
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STAGE III: INTENTIONS(CONT..)
Competing
A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict.
Collaborating
A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.
Avoiding
The desire to withdraw from or suppress a conflict.
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STAGE III: INTENTIONS (CONT…)
Accommodating
The willingness of one party in a conflict to place the opponent’s interests above his or her own.
Compromising
A situation in which each party to a conflict is willing to give up something.
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STAGE IV: BEHAVIOR
Conflict Management
The use of resolution and stimulation techniques to achieve the desired level of conflict.
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CONFLICT MANAGEMENT TECHNIQUES
Conflict Resolution Techniques• Super ordinate goals• Expansion of resources• Avoidance• Smoothing• Compromise• Problem solving• Authoritative command• Altering the human variable• Altering the structural variables
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STAGE V: OUTCOMES
Functional Outcomes from Conflict
Increased group performance
Improved quality of decisions
Stimulation of creativity and innovation
Encouragement of interest and curiosity
Provision of a medium for problem-solving
Creation of an environment for self-evaluation and change
Creating Functional Conflict
Reward dissent and punish conflict avoiders.
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STAGE V: OUTCOMES (CONT..)
Dysfunctional Outcomes from Conflict
Development of discontent
Reduced group effectiveness
Retarded communication
Reduced group cohesiveness
Infighting among group members overcomes group goals