Transcript Slide 1

Nadja Ortner on Conflict and Management Styles
Conflict and Management Styles
27 July 2010
Defining Conflict
That
saidisthe
of conflict
beginstwo
“when
a person
Conflict
theprocess
disagreement
between
or more
perceives
that another
is negatively
affecting,
interdependent
parties,person
who have
incompatible
goals,has
negatively
affected orof
is past
planning
to negatively
affect,
different impressions
events,
limited resources,
something
the first or
person
cares
“(Robbins,
constrictedthat
possibilities
the fear
of about
interference
from
2005,
p.423).
Most
conflictsone’s
in organizations
arecommon
about
the other
party
to achieve
goal. The most
incompatibility
of are
goals,
misinterpretation
of facts,
causes of conflict
disagreements
that arise
through
gestures
or behavior.
conflict fueling
influences such as perceived differences in
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power, culture, identity andOM7015-7
rights.
Defining Conflict
Traditionally conflict used to be seen entirely
negatively, but keeping a minimum level of conflict
alive in teams may also stimulate creativity. It can
help to keep a group of people viable and self-critical.
Up to a certain extent conflict in organizations is a
natural occurrence that needs to be contained to a
controlled minimum. Constructive forms of conflict
are called “functional conflict”, while destructive
forms of conflict are called “dysfunctional conflict”.
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The Process of Conflict
Antecedent conditions
•Communication
•Structure
•Personal variables
Perceived
conflict
Felt
conflict
Increased group
performance
Overt Conflict
•Party’s behavior
•Other’s reaction
Decreased group
performance
Source: Robbins, 2005, p.425
Conflict-handling
intentions
•Competing
•Collaborating
•Compromising
•Avoiding
•Accommodating
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The Process of Conflict
Looking at the previous graph , that illustrates the process of
conflict on
Conflict
Stage
the1previous
Potential
slide
Opposition
it becomes
or Incompatibility:
obvious that firstly
certain conditions have to come up in order for the conflict base
to be created:
These
conditions are the actual source of conflict and typically
consist of one or more of the following variables:
communication, structure and personal variables.
Conflict Stage 2- Cognition and Personalization:
If the conditions negatively affect what one party cares about –
respectively, if a person perceives to be affected- the conflict is
created. Depending on the person’s mental attitude, he or she
will now decide how to deal with the conflict.
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The Process of Conflict
Conflict Stage 34- Intentions:
Behavior:
Thethis
At
major
stage
role
conflicts
in this become
stage is the
visible
intention
and it to
is obvious
act in a given
for others
way.
to order
In
observe
to that
handle
there
a conflict
is somesituation
kind of discord
it is important
between
to the
conflicting parties.
understand
the other
Theparty’s
behavior
intention
shouldand
usually
to know,
reflect
that
thehis or
parties
her
intention
intention,
is not
but
necessarily
may not seem
reflected
to doinso,
thisbecause
or her behavior.
sometimes miscalculation or unskilled enactments may make
overt behavior deviate from the original intention. The
dynamics behind this process of interaction may lead to
unforeseeable behavior patterns that do not correspond to
typical character traits of the individuals involved.
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The
Process
of
Conflict
Stage 5- Outcomes:
Conflict Stage 5- Outcomes:
Dysfunctional
Functional
Outcomes
Outcomes
The effectiveness
More
known thanof
functional
a group can
outcome
increase
of conflict
throughislow
or modest levels
dysfunctional
outcome
of conflict.
or destructive
Conflict isconsequences
functional, if it
stimulates creativity
respectively.
Dysfunctional
, innovation
varieties
andcan
curiosity
reduceand
group
improves the quality
effectiveness
which may
of decision
result in…
making through
cultivated criticism. If people in an organization are
•tooretarding
comfortable
of communication
with each other and for get to
•challenge
reduction
themselves,
in group cohesiveness
this lack of functional conflict
•may
subordination
cost an organization
of groupits
goals
existence.
• halt of group functioning
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Conflict Dynamics
Conflict is always a dynamic process as it deals with
sequences
of actions
and reactions.
It is common
“Our
approach
to handling
conflict depends
on twoto
promote
andextent
defend
interests
with a to
factors- the
to own
which
we’re prepared
competitive
behavior.
In and
a conflict
situation
assert
our needs,
beliefs
positionsand the
the
parties
usewe’re
unfairwilling
tools to
degree often
to which
to seemingly
cooperateput
with
themselves
ahead
the other,
such as manipulating
others to meet
ourofmutual
needs.”
pieces of information and using threats such as not
conflict-related
knowledge
about another person’s
Hutcheson, 2002,
¶2
weaknesses. In order to avoid a conflict to result in
discord or an argument it is crucial to create a
proactive negotiating climate.
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COMPETING
ASSERTIVENESS
assertive
CONFLICT HANDLING INTENTIONS
= CONFLICT MANAGEMENT STYLES
COLLABORATING
COMPROMISING
ACCOMMODATING
unassertive
AVOIDING
uncooperative
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COOPERATIVENESS
cooperative
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Competing
Competing is assertive and uncooperative. It is if a
person tries to satisfy his or her interests, regardless
Thisimpact
is the this
rightmight
style,have
whenonsomeone
what
the other party.
knows for sure that he is right or
someone
needs
defend his
position.
People with
lowtoempathy,
little
respectIfand a
someone
to win in who
a situation
that their
high
need needs
of recognition,
are pursuing
is important
for him this
style
may be
goals
at the sacrifice
of the
other’s
goal are tending
appropriate,
to
compete intoo.
organizations.
But competing may also mean standing up for
one’s rights, defending one’s position and trying to
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win.
Compromising
Compromising is intermediate in both assertiveness
and cooperativeness. People compromise, if a
situation does not allow to satisfy the needs or
Compromising
the right People
style, iftherefore
desires of
all individualsisinvolved.
not work
and can
need to collaborating
compromise, does
by finding
a solution
that
often
be used toofprevent
more severe
combines
components
all participants’
desires.
It results
There isconflict.
no winner
or loserininincomplete
a compromise as
satisfaction
of both
parties’
concerns.
everyone
has reached
his goal
half-way,
while
relinquishing some parts. The golden rule in
compromising is “meeting somewhere in the middle”.
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Avoiding
Avoiding is unassertive and uncooperative. People, who
do not want to be directly in a conflict situation
Avoiding
may be the
the right
sometimes
try to escape,
by either
avoiding the
approach
forby
trivial
issueswith
or issues
respective
person or
speaking
that person
thattopics
are impossible
to be
resolved.
It not only
about other
only. People
who
avoid do
may
also be of
useful,
the conflicting
ignore the
concerns
otherifpeople,
but even give up
needconcerns
to cool down.
to pursueparties
their own
or goals. Avoiding starts
from side-setting issues, to postponing or even ignoring
them forever.
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Accommodating
Accommodating is unassertive and cooperative. If
an opponent’s
interest
is placed
above
Accommodating
may
sometimes
bethe
theown, this
is called
person
up
right accommodating.
way to deal with,Ififaan
issue gives
is
something
he or shetoaims
for or person
believes in, to
more important
the other
please
the
party
to maintain
a relationship,
than
toother
oneself,
or iforsomeone
is not
he or
sheabout
is accommodating
the other’s
sure
the right solution
for a wishes and
putting
back his or her own. The element of selfproblem.
sacrifice in this conflict handling style has to be
carefully handled.
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Collaborating
Collaborating
Conflicts that
is assertive
deal withand
concerns
cooperative.
that areIt to
is the aim
to important
fully satisfytothe
beconcerns
compromised
of all need
parties
toinvolved
be solved
by
clarifying
collaboratively.
differences
Also,
rather
if two
than
or more
accommodating
opinions are
different
neededview
for apoints.
project,
Collaborators
which is in aare
test
trying
phase
toor
deeply
digsimilar,
into ancollaboration
issue in orderistothe
find
right
andtool.
analyze
It is the
underlying
best wayconcerns.
to work, but
Themay
result
in could
some be
minor
an attempt
issues to
find
bea too
win-win
time solution
consuming
or finding
and notaeconomically
conclusion that
incorporates
feasible. the valid views of both parties.
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Power & Influence
The most common source of organizational conflict is, if
a person wants to exert influence on another one by
using his or her real or perceived power over another
person Power can be effectively used to motivate
people, increase productivity and to stimulate their
creativity, while on the other hand it can be used to demotivate and destroy. It is the ability or capacity of a
person to influence or control a person. Power always
leads to a influence that the powerful person has on
another less powerful one.OM7015-7
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Organizational Power
Those who possess power over others through
withholding resources or administering punishments
also have the power to modify others’ states. The
more dependence on others, the less power a person
has and the less influence he or she can exert.
Coercive, reward and informational power are
structural forms of power, while powers that come
mostly through the hierarchical structure of an
organization such as legitimate, referent and expert
power highly depend on the design of an
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organization.
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Power & Influence
Reward
Power
Coercive
Power
Expert
Power
Referent
Power
Legitimate
Power
Informational
Power
INFLUENCE
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Conflict Handling Strategies
Conflict handling strategies are either “dominant” or
“submissive” and label the power use of the disputing
parties (De Reuver, 2006, p. 592). Using a submissive
strategy with subordinates leaves room for creativity
and innovation. Typically managers use more dismissive
approaches with their superiors than with their
subordinates. People having position that allow them
to use their power are normally expected to do so and
even rewarded for it through a higher compensation.
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Bibliography
•Bateman, T. & Snell, S. (2007). Leading and collaborating in a competitive
world. New York: McGraw Hill. pp. 397-399
•Bruins, J. (1999). Social power and influence tactics: A theoretical introduction.
Journal of Social Issues. Blackwell Publishing
•De Reuver, R. (2006). The influence of organizational power on conflict
dynamics. Personnel Review, 35(5), pp.589-603
•Harvard Business School Press. (2005). The ethics of power, influence and
persuasion: Points to honor. Harvard Business School, Harvard Business School
Press
•Hutcheson, C. (2006). Dealing with conflict. Retrieved 25 July 2010 from
http://www.ideaworldhq.com/resources/downloads/doc_view/6-handlingconflict.raw?tmpl=component&format=raw
•Robbins, S. (2005). Organizational behavior. (11th ed.). New Jersey: Pearson
Prentice Hall
•Schmidt, W. & Tannenbaum, R. (2000). Management of differences. Harvard
Business Review. Harvard Business School Press
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