Final Paper
Managing conflicts Productively
Chapter 9
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Preview
What is Conflict?
Myths about Conflict
Types of Conflict
Conflict Types and Computer-Mediated Communication (CMC)
Managing Conflict in the Group
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
What is Conflict?
Conflict occurs when discordant ideas or feelings are expressed or experienced between two interdependent parties
This definition emphasizes the role of communication in expression and management
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Conflict defined: discordant ideas or feelings are expressed or experienced between two interdependent parties
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Myths about Conflict
| Myths and Reality | ||
| Myth 1 | Myth 2 | Myth 3 |
| Conflict is harmful and should be avoided | Conflict represents a misunderstanding | Conflicts can be resolved if parties are willing to discuss |
| Reality | Reality | Reality |
| Conflict can help members understand an issue more clearly | Conflicts can occur over differences in values, goals, or resources | Conflicts over values may not be resolvable |
| Conflict can improve decisions | Conflicts over resources may be resolvable if values are compatible | |
| Conflict can increase member involvement | ||
| Conflict can increase cohesiveness |
Table 9.1, page 229
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Because conflict is harmful to a group, it should be avoided
Conflict can help members more fully understand a problem
Conflict can improve the group’s decision
Conflict, when handled correctly, can increase member involvement
Conflict can increase cohesiveness
Conflicts stem from misunderstandings and breakdown in communication
While some conflict stems from misunderstandings, most conflict stems from disagreement over values
Suggesting that more communication is always the problem to conflict can be harmful if the conflict is about values
All conflicts can be resolved if parties are willing to discuss the issues
Conflict over basic values is highly subjective – therefore less likely resolvable
Conflicts over scarce resources are also difficult to resolve because it deals with physical limitations
Conflicts over goals can sometimes be difficult, but maybe less so than the other examples
Focus in this text is on managing rather than resolving conflict.
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Types of Conflict
Task conflict results from a disagreement over ideas, information, reasoning, or evidence
Work related
Basis for effective decisions
Can be procedural
Relational conflict results from personality clashes, likes, dislikes, and competition for power
Rooted in superiority
Unequal workloads can create this form of conflict
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Understanding the type of conflict will help your group to better manage that conflict, there are two types: task and relational.
Task conflict defined: disagreement over ideas, meanings, issues, and other matters relevant to the task (task is also known as substantive, or intrinsic conflict).
Task conflict is work related and the basis for effective decision making and problem solving
As discussed in previous chapters, members are encouraged to disagree with one another because that disagreement produces more discussion and more discussion produces better decisions.
Relational conflict defined: originates from interpersonal power clashes, likes and dislikes unrelated to the group’s task (also known as affective, or extrinsic conflict).
Relational conflict is really about power struggles and tends to detract from the group’s functioning
Much relational conflict is rooted in one member’s acting as if she or he is superior and another member’s refusal to accept this difference in status or power.
Group members that don’t carry similar workloads or make similar contributions may spark relational conflict
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Types of Conflict
Process conflict occurs over how to do something and members’ contributions to the group
Deals with how the group will accomplish its work
Also involves how much group members contribute to the group
This type of conflict has both task and relational dimensions
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Process conflict defined: when the conflict is about the how a group will achieve its goals
Involves both task and relational dimensions
Occurs when there is conflict over how the group will go about its task
Occurs when there is conflict over how much work will be involved by each group member – issues of equity
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Conflict Types and Computer-Mediated Communication
CMC groups initially display more relational and task conflict over procedures
This decreases over time more so than in face-to-face (FtF) groups
CMC groups are better able to manage conflict once they know the technology
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The use of computers by groups is a way to reduce inequity and increase member contribution – which helps manage conflict
Studies have shown that when given proper “get to know each other time” group’s using forms of CMC will experience less task and relational conflict when the technology is used correctly.
Task and relational conflict are not mutually exclusive or always distinct – sometimes they go together and it is difficult to separate the two
Task conflict is needed in the group, but relational conflict should be managed early to avoid destructive patterns that harm the group’s functioning
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Managing Conflict in the Group
There are numerous ways to manage conflict
Approaches to conflict can be summarized by answering two questions:
How important is it to satisfy your own needs?
How important is it to satisfy the other person’s needs?
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There is not a best way to handle all conflict – this is situational
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Managing Conflict in the Group
Five conflict management styles
Avoidance describes a person’s unwillingness to confront or engage in conflict
Accommodation describes a person’s willingness to engage in conflict; however, she or he backs away from the conflict by giving in to appease the other party
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Managing Conflict in the Group
Five conflict management styles
Competition shows a preference for coming out ahead at the expense of the other party
Collaboration shows a preference for working with the other to find a solution that pleases both parties
Compromise shows a preference for giving a little and gaining a little
Managing Conflict in the Group
Each of the five styles have a time and place in which they are appropriate
Avoidance
Accommodation
Competition
Collaboration
Compromise
Group norms are a way to productively manage the different conflict styles within your group
Managing conflict is also a cultural phenomenon
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Avoidance: Sometimes appropriate if the issue is not very important and you are certain that the group’s decision will not be hurt by your failure to speak up
Avoidance defined: Conflict style describing a person’s unwillingness to confront or engage in conflict
When people/relationships are involved in a conflict, group members tend to use this style. As the conflict relates more to the task, group members tend to be more willing to work together
If the issue is not very important or the group’s decision will not be hurt by your failing to speak up, avoidance may be appropriate
Accommodation: Similar to avoidance as you downplay your own interests/needs but differs in that you work hard to meet the needs of others and you are honest with your choice.
Accommodation defined: Conflict style describing a person’s willingness to engage in conflict; however, she or he backs away from the conflict by giving in to appease the other party
Somewhat like avoidance in terms of downplaying your own needs, but as you accommodate you work harder to meet the needs of others
Members who do this and really disagree with the group may find themselves arguing over trivial points later
Competition: When the group is doing something you believe is harmful or wrong or goes against your values and beliefs then competition is appropriate
Competition defined: Conflict style showing a preference for coming out ahead in the conflict at the expense of the other party
Most of the time highly competitive management has a negative effect on the group
Competitive tactics often escalate and can result in total shutdown of communication
If the issue is important, you should compete, don’t disregard your basic beliefs/values because you don’t want to speak up
Collaboration: Can reveal options that other styles miss
Collaboration defined: Conflict style showing a preference for working with the other to find a solution that pleases both parties
Members invest a great deal of energy in searching for a solution that will satisfy everyone
Group members whose communication is collaborative are more satisfied with their group outcomes than members who avoid conflict
Not all groups have the time/energy to collaborate
Compromise: When time pressures or differences in value don’t allow for collaboration, compromise maybe the best option
Compromise defined: Conflict style showing a preference for giving a little and gaining a little to manage the issue
Unlike collaboration, in this management style, parties give up something to get something
When collaboration is impossible due to time constraints, compromise may be beneficial
A compromise can only work if all parties feel the solution is fair
Working with conflict management styles
Approaches that integrate goals and needs tend to result in better group decisions
Pay attention to the way a group deals with conflict, if you see potential for problems, bring that up earlier rather than later.
Effectiveness and appropriateness will help you to determine if a conflict management style is working
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Managing Conflict in the Group
The manner in which you disagree effects how conflict unfolds
All group members should express disagreement ethically:
Express disagreement
Express disagreement in a timely way
Express disagreement in a constructive manner
React to disagreement with inquiry
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Express disagreement
Remember that failure to express doubts and disagreements deprives the group of potentially valuable information and reasoning
Express disagreement in a timely way
Don’t wait until the deadline is near to speak
Express disagreement in a constructive manner
Disagree with idea, don’t criticize the person
Use neutral language, not emotionally charged language
React to disagreement with inquiry
Ask for criticism of your ideas and opinions
Show you are interested in other’s opinions
larify misunderstandings that may have occurred
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Managing Conflict in the Group
Your communication can maximize your chances to influence the group
Make sure your arguments are of high quality
Make sure your arguments are consistent
If you are a member of a subgroup, make sure all the subgroup members publicly agree with one another
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Only quality of the argument matter. That means you must think the problem trough carefully and be willing to listen to the objections others may have.
Make sure your argument has the same message
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Managing Conflict in the Group
The nominal group technique is useful to groups when dealing with controversy and results in supportive conflict
The steps are as follows:
The problem is stated clearly
The coordinator asks participants to list features of the problem
Coordinate gives the group time to work silently
Each suggestion is listed in round-robin fashion
Members clarify items
Each person ranks
Group engages in discussion of top-rated items
A decision is reached
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Nominal group technique defined: This technique alternates between individual work and group work to help a group hear from every member when discussing a controversial issue
This technique can be used by a group to help members reach a decision on a controversial issue without bitterness from a win-lose conflict
Based on the premise that sometimes people working individually in the presence of others generate more ideas and also that, sometimes, dominant members inhibit participation by quieter members.
Steps include:
The problem, situation, or question is stated clearly and concisely
The coordinator asks participants to generate a list of the features or characteristics of the problem or question
The coordinator gives the group 5 to 15 minutes to work silently
Each suggestion is listed and recorded in round-robin fashion on a chart visible to all members
Members clarify the items but do not yet evaluate them
Each person chooses his or her top-ranked items
The group engages in full discussion of the top-rated items
A decision is reached
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Managing Conflict in the Group
Principled negotiation is a procedure that encourages people to search for ways of meeting their needs without damaging relationships
Steps are as follows:
Separate the people from the problem
Focus on interests, not positions
Invent new options for mutual gain
Insist on using objective criteria
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Sometimes conflict produces such strong emotions that people cannot be objective. Sometimes we see opposing people as the enemy and this is unhealthy. Try to find common ground, through this you might see you both care deeply about the issue and have shared concerns
Snack bar example (interest is saving money versus providing food for evening students) Positions of open or closed hide this
Brainstorming is designed to help groups become more inventive and creative
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Summary
What is Conflict?
Myths about Conflict
Types of Conflict
Conflict Types and Computer-Mediated Communication (CMC)
Managing Conflict in the Group
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.