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functional and dysfunctional conflicts.pptx
- 2. Topics to be covered 1. What id Conflict.? 2. Difference between the traditional, human relations, and interactionist views of conflict. 3. The conflict iceberg 4. Functional vs. Dysfunctional Conflict 5. Contrast task, relationship, and process conflict. 6. Outline of the conflictprocess. 7. 5 stages in the Conflict process 8. Conflict management techniques
- 3. Conflict Conflict Defined – Is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. o Is that point in an ongoing activity when an interaction“crosses over” to become an interparty conflict. – Encompasses a wide range of conflicts that people experience in organizations o Incompatibility of goals o Differences over interpretations of facts o Disagreements based on behavioral expectations
- 4. Transitions in Conflict Thought Causes: • Poor communication • Lack of openness • Failure to respond to employee needs Traditional View of Conflict The belief that allconflict is harmful and must be avoided.
- 5. Transitions in Conflict Thought (cont’d) Human Relations View of Conflict The belief that conflict is a natural and inevitable outcome in any group. Interactionist View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.
- 7. Functional versus Dysfunctional Conflict Functional Conflict Conflict that supports the goals of the group and improves its performance. Dysfunctional Conflict Conflict that hinders group performance.
- 8. Functional vs. Dysfunctional Conflict • Functional Conflict serves organization’s interests • Is commonly referred to as constructive or cooperative conflict • Dysfunctional Conflict threatens organization’s interests • Wastes the organization’s resources and is counterproductive Functional orDysfunctional is determined by whether the organization’s interests are served
- 9. Types of Conflict Task Conflict Conflicts over content and goals of thework. Relationship Conflict Conflict based on interpersonal relationships. Process Conflict Conflict over how work gets done.
- 11. 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
- 12. Stage II: Cognition and Personalization Positive Feelings Negative Emotions Conflict Definition Perceived Conflict Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise. Felt Conflict Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.
- 13. Stage III: Intentions Cooperativeness: • Attempting to satisfy the other party’s concerns. Assertiveness: • Attempting to satisfy one’s own concerns. Intentions Decisions to act in a given way.
- 14. Dimensions of Conflict -Handling Intentions
- 15. Stage III: Intentions (cont’d) Competing Adesire to satisfy one’s interests, regardless of the impact on the other party to the conflict. Collaborating Asituation 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. Accommodating The willingness of one party in a conflict to place the opponent’s interests above his or her own. Compromising Asituation in which each party to a conflict is willing to giveup something.
- 16. Stage IV: Behavior Conflict Management The use of resolution and stimulation techniques to achieve the desired level of conflict.
- 18. Stage V:Outcomes • Functional Outcomes from Conflict o Increased group performance o Improved quality of decisions o Stimulation of creativity and innovation o Encouragement of interest and curiosity o Provision of a medium for problem-solving o Creation of an environment for self-evaluation and change • Creating Functional Conflict o Reward dissent and punish conflict avoiders. • Dysfunctional Outcomes from Conflict o Development of discontent o Reduced group effectiveness o Retarded communication o Reduced group cohesiveness o Infighting among group members overcomes group goals
- 19. Types of Conflict • Personality Conflict – Given the many possible combinations of personality traits, it is clear why personality conflicts are inevitable – Apersonality conflict is an interpersonal opposition based on personal dislike, disagreement, and/or different styles • Intergroup Conflict – Conflict among work groups, teams and departments is a common threat to organizational competitiveness – Intergroup cohesiveness – a “we feeling” binding group members together – can be a good orbad thing (smooth running team or result in groupthink which limits critical thinking)
- 20. Minimizing Intergroup Conflict • Conflict within the group is high • There are negative interactions between groups •Influential third-party gossip about other group is negative • Workto eliminate specific negative interactions between groups •Conduct team building to reduce intragroupconflict and prepare employees for cross-functional teamwork • Encourage personal friendships and good working relationships across groups and departments •Foster positive attitudes toward members of other groups •Avoid or neutralize negative gossip across groups or departments Recommended actions: Level of perceived intergroup conflict tends to increase when:
- 21. Managing Conflict • Stimulating Functional Conflict – Devil’s Advocacy – The Dialectic Method • 5Alternative Styles for Handling Dysfunctional Conflict – Integrating (Problem Solving), Obliging (Smoothing), Dominating (Forcing), Avoiding and Compromising • Third-Party Interventions – Conflict Triangles – Alternative Dispute Resolution
- 22. Stimulating Functional Conflict: Devil’s Advocacy 1) Aproposed course of action is generated 2) Adevil’s advocate is assigned to critique the proposal 3) The critique is presented to key decision makers 4) Any additional information relevant to the issues is gathered 5) The decision to adopt, modify, or discontinue the proposed course of action is taken 6) The decision is monitored
- 23. Stimulating Functional Conflict: The Dialectic Method 1) Aproposed course of action is generated 2) Assumptions underlying the proposal are identified 3) Aconflicting counterproposal is generated based on different assumptions 4) Advocates of each position present and debate merits of their proposals before key decision makers 5) The decision to adopt, either position or some other position is taken 6) The decision is monitored
- 24. 5 Alternative Styles for Handling Dysfunctional Conflict Integrating Obliging Dominating Avoiding Compromising High Low High Low Concern for Others Concern for Self
- 25. 5 Alternative Styles for Handling Dysfunctional Conflict 1. Integrating (Problem Solving) – Is appropriate for complex issues plagued by misunderstanding – Is inappropriate for resolving conflicts rooted in opposing value systems – Its primary strength is its longer lasting impact because it deals with the underlying problem rather than merely with symptoms – However, it is very time consuming 2. Obliging (Smoothing) – Involves playing down differences while emphasizing commonalities – May be appropriate when it is possible to eventually get something in return – Is inappropriate for complex orworsening problems – Its primary strength is that it encourages cooperation – However, it’s a temporary fix that fails to confront the underlying problem
- 26. 3. Dominating (Forcing) – Shows a high concern for self and low concern forothers – Encourages “I win, you lose” tactics – Is appropriate when an unpopular solution must be implemented, the issue is minor ora deadline is near – Is inappropriate in an open and participative climate – Its primary strength is speed – However, it often breeds resentment 5 Alternative Styles for Handling Dysfunctional Conflict
- 27. 5 Alternative Styles for Handling Dysfunctional Conflict 4. Avoiding – May involve either passive withdrawal from the problem or active suppression of theissue – Is appropriate for trivial issues orwhen the costs of confrontation outweigh the benefits of resolving theconflict – Is inappropriate for difficult and worsening problems – Its primary strength is that it buys time in ambiguous situations – However, it only provides a temporary fix that sidesteps the underlying problem 4. Compromising – Agive-and-take approach involving moderate concern for both self &others – Is appropriate when parties have opposite goals orpossess equal power – Is inappropriate when overuse would lead to inconclusive ordelayed action – Its primary strength is that the democratic process has no losers – However, it only provides a temporary fix that can stifle creative problem solving
- 28. Third-Party Interventions • Conflict Triangles – When two people are having a problem and instead of addressing the problem, one of them gets a third party involved • Alternative Dispute Resolution (ADR) – Avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration
- 29. Alternative Dispute Resolutions Facilitation – Athird party, usually a manager, informally urges disputing parties to deal direction with each other in a positive manner Conciliation – Aneutral third party informally acts as a communication conduit between disputing parties Peer review – Apanel of trustworthy co-workers hears both sides of a dispute in an informal and confidential meeting
- 30. Alternative Dispute Resolutions Ombudsman – Someone who works for the organization, and is widely respected, hears grievances on a confidential basis and attempts to arrange a solution Mediation – Atrained, third-party neutral actively guides the disputing parties in exploring a solution; the mediator does not render a decision Arbitration – Atrained, third-party neutral, makes a decision regarding the dispute