Gd Conflict

8/2/2019 Gd Conflict

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Conflict


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Confrontation and Escalation

Conflict escalate. Although the parties to theconflict may hope to reach a solution to theirdispute quickly, a host os psychological and

interpersonal factors can frustrate theirattempts to control the conflict.


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Uncertainty Commitment

As conflict escalate, group members doubts

and uncertainties are replaced by a firmcommitment to their position.

They seek out information that supports theirviews, they reject information that conflicts with

their stance, and they become entrenched intheir original position.


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Uncertainty Commitment

Once people commit to a position publicly,they must stick with it. they may realize thatthey are wrong, but to save face, they continue

to argue with their opponents.

Dollar auction can illustrate the impact of

commitment to conflict.


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Perception Misperception

Individuals reactions during conflict are

shaped in fundamental ways by theirperception of the situation and the people inthat situation.


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When group members argue, they mustdetermine why they argue.

- if the argument is the group attempts to

make a right decision, disagreement will notprobably turn into true conflict, but if thedisagreement is about the others

incompetence, belligerence orargumentativeness, disagreement canescalate into conflict.


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If perceptions were always accurate, peoplewould understand one another better.Unfortunately, perceptual biases regularly

distort individuals inferences.

They fall prey to the fundamental attributionerror(FAE) and assume that other peoples

behavior is caused by personal (dispositional)rather than situational (environmental) factors.


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Because of the FAE, group members assumethat people who give them critical feedback,

argue with them, or mistreat them in some waydo so deliberately, and that their actions reflectbasic flaws in their personalities.


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Four possible strategies:- competition

- cooperation

- individualism- altruism

When describing their partners motives, the

players were most accurate when playing anindividualistic or competitive person, and leastaccurate in interpreting cooperation andaltruism.


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Weak Tactics StrongerTactics

People use weaker tactics at the outset of aconflict, but as the conflict escalates, they shift

to stronger and stronger tactics.


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Weak Tactics StrongerTactics

Behavior Example Percentage Using

RequestStatements

DemandsComplaintsProblemsolvingThird partyAngryThreatHarassment

Abuse

May I use the glue?We need the glue.

Give me the glue, now!Whats wrong with you? Why dont youshare?You can use our stapler if you share theglue.Make them share.Im mad now.Give me the glue or else.Im not giving you anymore ribbon until

you return the glue.You are a selfish swine.

100.0100.0

88.979.273.645.841.722.216.7

0.7


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Reciprocity Upward Conflict

Spiral

Conflict-ridden groups may seem normless,with hostility and dissatisfaction spinning out ofcontrol. Yet upward conflict spirals are in many

cases sustained by the reciprocity, for thatnorm suggests that people who harm you arealso deserving of harm themselves.


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Reciprocity Upward Conflict

Spiral

If interactants followed the norm of reciprocityexactly, a mild threat would elicit a mild threatin return, and an attack would lead to a

counterattack. But interactants tend to followthe norm of roughreciprocity- they give toomuch (overwhleming) or too little(undermatching) in return.


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Few Many

Coalitions exist in more groups, but whenconflict erupts, group members use coalition toshift the balance of power in their favor.

The initial disagreement may involve only twogroup members, but as conflicts intensify,

previously neutral members often join with onefaction.


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Few Many

Coalitions can even link rivals who decide tojoin forces temporarily to achieve specificoutcome.

Coalitions contribute to conflicts because theydraw more members of the group into the fray.


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Few Many

Coalitions often viewed as contentious, heavy-handed influence tactics.

Coalitions form withpeople and againstotherpeople.

Thus, coalitions must be constantly maintainedthrough strategic bargaining and negotiation.


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Irritation Anger

Few people can remain calm and collected in aconflict. When disputes arise, tempers flare,and this increase in negative emotions

exacerbates the initial conflict.

Even when group members begin bydiscussing their points calmly anddispassionately, as they become locked intotheir positions, emotional expression begins toreplace logical discussion.


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Irritation Anger

Group members, when negotiating withsomeone who has become angry, tend tobecome angry themselves.


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Conflict resolution

Commitment Negotiation

Negotiation is a reciprocal communication

process whereby two or more parties to adispute examine specific issues, explain theirpositions, and exchange offers and

counteroffers.


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Two types

1. Distributive negotiation

retain competitive orientation and make smallconcessions.

2. Integrative negotiation

not competitive conflict management method.

types of negotiators: soft bargaining, hardbargaining, and principled negotiators.


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Comparisons between the three approaches tonegotiation.

Element Soft negotiation Hard negotiation Principle negotiation

Perception ofothers

Friend Adversaries Problem solvers

Goal Agreement victory A wise outcomereached efficiently and

amicablyConcessions Make concessions

to cultivate therelationship

Demandconcessions as acondition ofrelationship

Separate the peoplefrom he problem

People vsProblem Be soft on thepeople and theproblem

Be hard on theproblem and thepeople

Be soft on the people,hard on the problem

Trust Trust others Distrust others Proceed independentlyof trust

Position Change yourposition easily

Dig into yourposition

Focus on interests, notposition


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Negotiation bottomline

Make offersDisclose your

bottom line

Make threatsMislead as to your

bottom line

Explore interestAvoid having a

bottom line

Losses and gain Accept onesidedlosses to reachagreement

Demand one-sidedgains as a price ofagreement

Invent options formutual gains

Search Search for a single

answer- the onethey will accept

Search for a single

answer-the oneyou will accept

Develop multiple

options to choosefrom; decide later

Criteria Insist onagreement

Insist on yourposition

Insist usingobjective criteria

Contest of will Avoid a contest ofwills

Win the contest ofwills

Reach a resultbased onstandards,independent of will

Pressure Yield to pressure Apply pressure Reason and beopen to reason;yield to principle,


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Misperception Understanding

-conflicts are based on misperception.

-actively communicating.

-communication is no cure-all for conflict.


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Strong tactics Cooperative tactics

Group members cope with conflict in differentways.

Four basic categories:

1. Avoiding inaction

2. Yielding giving in to the demand of others.

3. Fighting forcing others to accept their view.

4. Cooperative rely on cooperation


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The four basic methods of dealingwith conflict

Dimension Negative Positive

Active Fighting Cooperative

Passive Avoiding Yielding

U d D d


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Upward Downwardconflict spirals

- consistent cooperation increase mutual trust.

- continually compete with each other, mutual rustbecome elusive.

tit for tat (TFT) bargaining strategy that begins

with cooperation, but then imitates the otherpersons choice so that cooperation is met withcooperation and competition with competition.


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What is the best way to manage

conflicts?

What should you do when a conflict takes overyour group? Should you encourage membersto deal, up front and directly, with their dispute?

Or is it best to just look the other way and letthe hard feeling fade with the passage of time?


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Carsten De Dreu

And his colleagues suggested thatcollaborative approaches sometimesaggravate the group conflict more than they

molify it. Negative and positive methods of dealing with

conflicts were both associated with negativeteam functioning

Only avoiding responses were associated withincreases in group adjustment to the conflict


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Avoidance

Either we play or we fight.

Sometimes, the best way to deal with someonewho is disagreeable, irritating, or aggravating is

to ignore the conflict and focus instead on thework to be done.


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Tit For Tat Strategy

Cooperation is met with cooperation andcompetition with competition

A provocable, forgiving and reciprocal

strategy TFT is less effective when:

Theres any delay in responding to cooperation

If a group member competes is not counteredquickly

its in a noisy interaction or larger groups


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Mediators

Help group members reach a mutually agreeablesolution to their dispute

Inquisitorial Procedure: mediator questions thetwo parties and hands down a verdict that the twoparties must accept

Arbitration: the disputants present their argumentsto the mediator, who then bases his or herdecision on the information they provide

Moot: the disputants and the mediator openly andinformally discuss problems and solutions, but themediator can make no binding decisions


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NOTE: if the disputants want to resolve the

conflict on their own terms, third-partyinterventions are considered an unwantedintrusion


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Composure

Positive affective responses increaseconcession making, creative problem solving,cooperation, and the use of non-contenious

bargaining strategies Hence, when tempers flare, the group should

encourage members to regain control overtheir emotions


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Ways in reducing conflicts

Count to ten technique

Calling a time out

Expressing concerns in a written (and carefully

edited) letter or email

Humor into the group discussion

Apologies

Developing norms that prohibit shows ofstrong, negative emotion


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Value of Conflict

Conflict is a natural consequence of joining agroup

It is also an undeniably powerful process in

groups For example, the Apple company

Insofar as conflict is resolved successfully, it

could stabilized the group and serve as aunifying force


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Disadvantages of Conflict

Can do more harm than good

Undermines satisfaction

Disrupts performance

Engenders negative emotions

Can trigger violence


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Types of Conflicts

Relationship conflict: causes interpersonaldisruptions

Task conflict: stimulate members to improvethe way they work together


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Summary

What is conflict?

Conflict: actions and beliefs of one or moremembers of the group are unacceptable to and

resisted by the other members Intergroup conflict: involves two or more

groups

Intragroup conflict: occurs within a group Follows a cycle from conflict escalation to

resolution

What are the sources of conflict


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What are the sources of conflictin groups?

1. Most common sources are competition,conflicts over the distribution of resources,power struggles, decisional conflicts, and

personal conflicts

2. Competition creates conflict by pitting

members against one another, whereascooperation leads to mutual gain


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Mixed-motive situations stimulate conflict for ittempt individuals to compete rather thancooperate

Norm of reciprocity encourages responding tocompetition by competing

Those with a social values orientation are more

likely to compete than are those withcooperative or individualistic orientations

Both sexes use more contentius influencemethods when paired with a man


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3. Social dilemmas tempt members to act in theirown self interest to the detriment of the groupand its goals

Disputes arise when one or more member: Exploit a shared resource

Do not contribute their share in a dilemma

Disagree on how to divide up resources

Do not agree on the norms to follow when appointingresources

Avoid blame for group failure or take too muchpersonal responsibility for group success


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4. Members respond negatively to perceivedmistreatment because it calls into questiontheir status and inclusion

5. Power struggles: members vie for control overleadership, status, and position

6. Substantive conflict stems from disagree-ments about issues that are relevant to the

groups goals and outcomes7. Procedural conflict occur when members do

not agree on group strategies, policies, andmethods


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8. Personal conflict occurs when individualmembers do not like one another

Any factor that causes disaffection between group

members can increase personal conflictMore prevalent in diverse groups

Balance theory predicts that group members willrespond negatively when they disagree with those

they like or agree with those they dislike


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Why does conflict escalate?

1. Once conflict begins, it often intensifies beforeit begins

2. When individuals defend their viewpoints,

they become more committed to theirpositions

3. Conflict is exacerbated by members tendency

to misperceive others and to assume that theother partys behavior is caused by personal

rather than situational factors


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4. Conflict between individuals escalated wheneach side could threaten the other

5. Other factors that contributes to conflict

Negative reciprocity, as when negative actionsprovoke negative reactions in other

Formation of coalitions that embroil formerlyneutral members in the conflict

Angry emotions that trigger expressions of angerby others


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How can group members manage theirconflict?

1. By negotiation, to identify the issuesunderlying the dispute and work together to

identify a satisfying solution to both sides2. By actively communicating information about

their motives and goals through discussion


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3. Avoiding, yielding, fighting, and cooperating

Cooperation is more likely to promote group unity

than all other tactics

Personal conflicts may not yield to cooperativenegotiations

4. Tit for tat strategy

5. Mediators can reduce conflict by imposingsolutions or guiding disputants to a

compromise

6. Positive affective responses reduce conflict


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Does conflict, when resolved, lead to

improved group functioning?

Conflict is a natural consequence of joining agroup and cannot be avoided completely

Conflicts, when resolved successfully, canpromote group functioning, but in general,conflict can do more harm than good


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fin

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