Conflict Management in the Workplace Rahim ch. 6, 7, 8 Jennifer J. Robertson 09/21/2013.
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Transcript of Conflict Management in the Workplace Rahim ch. 6, 7, 8 Jennifer J. Robertson 09/21/2013.
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Conflict Management in the WorkplaceRahim ch. 6, 7, 8
Jennifer J. Robertson09/21/2013
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Learning Outcomes
1. Articulate Rahim’s (2011) theoretical model of organizational conflict.
2. Define the concepts, sources of conflict, and management strategies of interpersonal, intragroup, and intergroup conflict.
3. Describe how culture can contribute to conflict within the organization.
4. Evaluate a case study and apply the correct conflict management strategies.
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Categories of Organizational Conflict
• Intrapersonal• Interpersonal• Intragroup• Intergroup
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DefinitionsCONFLICT: Conflict is defined as an interactive process manifested in incompatibility, disagreement, or dissonance within or between social entities (Rahim, 2011).
ORGANIZATIONAL LEARNING: Involves knowledge acquisition, knowledge distribution, information interpretation, and organizational memorization. It is a process of detection (cognitive) and correction (behavioral) of error (Argyris & Schön, 1996).
CONFLICT MANAGEMENT: Involves designing effective strategies to minimize the dysfunctions of conflict and enhancing the constructive functions of conflict in order to improve learning and effectiveness in an organization (Rahim, 2011).
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Rahim’s (2011) Theoretical Model of Organizational Conflict
Antecedent Conditions
Process Demographic Differences
Structural
CONFLICT
Behavioral Changes
Structure Formation
Decision Process
Conflict Aftermath
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Work in groups to put the correct information under each category on your chart.
Categories of Organizational Conflict
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Five Styles for Handling Interpersonal Conflict
• Integrating • Obliging• Dominating • Avoiding• Compromising
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Negotiation
1. Separate the people from the problem. Take the emotions out of it.
2. Focus on interests, not positions. Find alternatives.
3. Invent options for mutual gain. Brainstorm multiple solutions.
4. Insist on using objective criteria.
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Managing Interpersonal Conflict
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Intragroup & Intergroup Conflict
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Types of Conflict
• Affective• Process• Substantive
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Sources of Conflict
INTRAGROUP:• Leadership style• Task structure• Group composition• Conflict asymmetry
(different perceptions)
• Cohesiveness and groupthink
• External threats
INTERGROUP:• Different competing
systems• Task interdependence• Dependence on
scarce resources• Jurisdictional
ambiguity• Relationship between
line and staff
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Managing Group Conflict
Diagnose the problem
Implement an intervention:
– Process: team-building activities
– Structural: change the group composition
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Agree or Disagree?
Cooperation or lack of conflict generally induces positive relations among group members, but they may not attain the highest level of performance.
Rahim, 2011, p. 119
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Cross-Cultural Conflicts in the Workplace
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Cross-cultural conflict can be defined as conflict generated, and perhaps exacerbated or perpetuated, by cultural differences among the groups involved in the conflict. A person’s culture
informs his or her worldview, moral code, judgments, and ideas or perceptions about others. Of course, these aspects of a culture can be incorrect or misinformed, leading to conflict with other cultures or groups of people. The power of culture is strong,
however, and it can be difficult to overcome cross-cultural conflict, as evidenced by the numerous conflicts between different cultural
groups that continue to rage around the world today.
--A. Kinney, www.ehow.com, What Is Cross-Cultural Conflict?
Cross-Cultural Conflicts in the Workplace
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Geert Hofstede’s Cultural Dimensions Theory:– Power Distance (PDI)– Individualism vs. Collectivism (IDV)– Masculinity vs. Femininity (MAS)– Uncertainty Avoidance (UAI)– Long Term vs. Short-Term Orientation (LTO)– Indulgence vs. Restraint (IVR)
Culture’s influence is not uniform across its members or consistent in each individual across situations (Liu, et al., 2012).
Cross-Cultural Conflicts in the Workplace
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Face Negotiation Theory
Conflicts occur when two or more individuals of different ethnicities and cultures meet and work together. The concept of “face” is defined as “a projected image of one’s self in a relational situation” (Ting-Toomey, 1988).
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Individualist Cultures – concerned with “self face.” People are independent, dominating, and interested in protecting their own interests.
– English-speaking countries
Collectivistic Cultures – concerned with “other face and mutual face.” They impose great focus on teamwork and mutual benefit.
– Asian and Latin American countries
Self Face vs. Other Face and Mutual Face
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Case Study
Work in pairs or small groups to read the case study and answer the questions.
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Closing: Fist to Five
I have a better understanding of the meanings of interpersonal, intragroup, intergroup conflict, the sources of conflict, and the management strategies to conflict.