Interpersonal and Organisational Conflict
-
Upload
farah-sidek -
Category
Business
-
view
6.335 -
download
0
description
Transcript of Interpersonal and Organisational Conflict
CONFLICTINTERPERSONALORGANISATIONAL
&
OUTLINE
SOURCES OF CONFLICT
WHAT IS CONFLICT?
OUTCOMES OF CONFLICT
RESPONSES TO CONFLICT
ACTIVITY
DISCUSSION
1.
2.
3.
4.
#1: DEFINITION OFCONFLICT
An expressed struggle Incompatible goals, scarce resources, and
interference from others
1. Substantive conflict
Task-oriented Dealing with organizational
goals, products, services, systems
2. Emotional conflict
Clash of personalities Anger, mistrust, fear,
resentment etc.
In Organisational Context
Goals Products Services Systems
In Interpersonal Context
RelationshipMoneyAttitudes
#1: DEFINITION OFCONFLICT
#2: SOURCES OFCONFLICT
StructureRelationship
Values
Procedures
InterestsData
Communication
Source: Isenhart & Spangle, 2006
Psychological Theory
Attribution Theory
#2: THEORIES OFCONFLICT
Making sense of other’s behavioursFundamental attribution errorMaintaining self-esteem
Aggressive impulseAnxiety impulse
Social structure theory
Social groups influence behavioursSubjective and context-specific
Source: Folger, Poole & Stutman (2005), Fisk &
Schellenberg (2000), Sikes, Gulbro & Shonesy (2010)
POSITIVENEGATIVE
Source: Howard (2008), Miles (1998)
#3: OUTCOMES OF CONFLICT
• Generate new ideas• Bring up new or old
problems• Know better each other• Feeling of belonging • Stimulate changes• Improve the quality on
decision making
• Interfere communication• Reduce group cohesion• Enhance the differences
between people• Lost of resources• Insufficient/delayed info• Tasks become secondary
#4: CONFLICTRESOLUTION
1. Avoidance 2. Competition
3. Accommodation
4. Cooperation 5. Collaboration
Source: Thomas & Kilmann, 1974
UNCOOPERATIVE COOPERATIVE
COOPERATIVENESS
AS
SE
RT
IVE
NE
SS
UN
AS
SE
RT
IVE
AS
SE
RT
IVE
AVOIDANCE
COOPERATION
COMPETITION COLLABORATION
ACCOMMODATION
C
D E
BA
Source: Thomas & Kilmann, 1974; Wheeler, 1995
$50K, $50K $0K,$80K
$80K, $0K $20K, $20K
Cooperate
Cooperate
Defect
Defect
Based on rational decisions in conflict situationsGame theoretic models do not work in multiple players
GAME THEORYAS A THEORY OF CONFLICT RESOLUTION
Source: Rapoport, 1974
A
B
#4: CONFLICTRESOLUTION EI
Emotional Intelligence
Source: Ashkanasy, 2010
2. ‘LACE’
Feelings
Information
Decisions
Outcomes
Nondefensive
Specific, relevantaccepted
Specific, committed
Successful!
ListenAcknowledgeCheckEnquire
PauseBreatheRelax
1. ‘PBR’ 4. ‘FIDO’3. ‘VISTA’
•Visible emotion•Implicit emotion•Superficial commitment•Tangible commitment•Action
#4: CONFLICTRESOLUTION
Integrative Competitive 1. Seek consent
2. Sharing perspectives
3. Remember the Common ground
4. Establish a Problem-Solving Agenda
5. Identify Desired Information and Documentation
7. Develop Options
6. Clarify Desired Outcomes, Interests and Positive
Intentions
8. Select from Options
9. Integration and Finalisation
1. Understand what is conflict2. Recognise the sources of conflict3. Constructive vs destructive conflict4. Theories behind conflict resolution5. Tips to handle conflict:
EI & negotiation
IMPORTANT LESSONS
LET’S DO A RECAP
2.Which strategies best resolve conflict? Explain.
DISCUSSION1. To what extent can conflict be resolved by:
AvoidanceAccommodationCooperationCompetitionCollaboration
3.Which strategies are worst in resolving conflict? Explain.
4. Which strategies are most realistic?
THE END!
REFERENCES• Al-Ajmi, R. S. (2007). The effect of personal characteristics on conflict management style. Competitiveness
Review. • Rapoport, A. (1974). Fights, games, and debates. Ann Arbor: Univ of Michigan Press.• Ashkanasy, N. 2010. Interpersonal Communication Skills: The Art of Interaction Management. Paper
presented at course MGMT7606 at the University of Queensland, St Lucia.• Cairrochi, J., & Mayer J. (Eds.). 2007. Applying Emotional Intelligence: a Practitioner’s Guide. New York:
Psychology Press, 2007.• Fisk L. & Schellenberg J. (2000), Patterns of Conflict : Paths to peace. Broadview Press, Toronto, Canada;• Folger J., Poole M. & Stutman R. (2005), Working through conflict: Strategies, relationships, groups and
organizations, 5th ed., Longman, New York;• Hocker, J. L., & Wilmot, W. W. (1991). Interpersonal Conflict. Dubuque, IA: William C. Brown.• Irvine, L. (1998). Conflicts of interest. The British Journal of Administrative Management.
• Sikes B., Gulbro R. & Shonesy L. ( 2010), “CONFLICT IN WORK TEAMS: PROBLEMS AND SOLUTIONS”, Allied Academies International Conference. Academy of Organizational Culture, Communications and Conflict. 1, 15-19.
• Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann conflict MODE instrument. NY: Tuxedo.• Wheeler, T. (1995). Ohio Commission on Dispute Resolution and Conflict Management, • Wood, et al, Organisational Behaviour: core concepts and applications, 2nd, Wiley;• Zornoza, A., Ripoll, P., & Peiró, J. M. (2002). Conflict Management in Groups that Work in Two Different
Communication Contexts: Face-To-Face and Computer-Mediated Communication