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ch7part1.pptxChapter seven
Interpersonal behavior
Lecture 1-2
Conflict in organizations
Working Conflict
Organizations require people to work together and communicate with one another often in pairs and the interpersonal relationships should be productive , cooperative, and satisfying.
Almost every working relationship will produce some degree of conflict across time.
Conflict in organizations
Nature of conflict
Conflict is an interpersonal process that arises from disagreements over the goals to attain or the methods to be used to accomplish those goals.
results from competing roles taken
develops from failures of commination or differences in perception
3- : bet different department
Levels of conflict
1- Intrapersonal conflict
2- Interpersonal conflict
3- Intergroup conflict
Levels of conflict:
1-Intrapersonal conflict: most role conflict occurs when an employee’s supervisor or peers send conflicting expectations to him or her , it is possible for intrapersonal role conflict to merge from within an individual as a result of competing roles taken.
2- Interpersonal conflict: these conflicts are a serious problem to many people because they deeply affect a person’s emotions. People have a need to protect their self image and self esteem from damage by others
3- Intergroup conflict: for example between different departments, these conflicts also cause problems.
Source of conflict , CINFLICT RESULOTION PROCESS
Causes of Conflict
Organizational change
Different sets of values
Threats to status
Contrasting perception
Lack of trust
Personality clashes
Resolution strategies
Avoiding
Smoothing
Forcing
Compromising
Confronting
Participants intentions
Winning
Losing
Perception of conflict
Constructive
Destructive
Conflict outcomes
Lose- lose
Lose –win
Win-lose
Win-win
Sources ( causes) of conflict
Organizational change: with the political, technological and social change increasing and the market place hurtling toward a global economy, organizational changes will be ever-present
Different sets of values: people hold different beliefs and adhere to different value systems.
Threats to status: the status or the social rank of a person in a group is very important to many individuals. When one’s status is threatened the conflict may arise.
Contrasting perception: people perceive things differently as a result of their prior experiences and expectations.
Sources ( causes) of conflict (cont.)
Lack of trust: every continuing relationship requires trust. When someone has a real reason not to trust another, the potential for conflict rises.
Personality clashes: not everyone thinks, feels and acts alike. Employees need to learn how to accept and respect their differences when they arise.
Incivility: many organizations report that they are being torn apart by rudeness and a lack of common courtesy.
Perception of conflict
Constructive conflict
Destructive conflict
http://www.cios.org/encyclopedia/conflict/Cnature3_destructive.htm
Effects of conflict
Conflict is not all bad .
It may result productive or nonproductive outcomes. A more positive view is to see that conflict can lead to constructive outcomes.
One of the benefits produced by conflict is that people are stimulated to search for improved approaches that lead to better results.
Resolutions strategies
Avoiding: physical or mental withdrawal from the conflict. This strategy results in a lose –lose situation
Smoothing: accommodating the other’s party interest. It results in a lose –win outcome.
Forcing: using power tactics to achieve a win. It results in a win-lose situation
Compromising: searching for middle ground or being willing to give up something in exchange for gaining something else.
Confronting: facing the conflict directly and working it through to a mutuality satisfactory resolution. It results in a win-win outcome.
A model of Conflict
| Win- lose | Win –win |
| Lose- win | Lose –win |
Win
lose
Individual A’s outcomes
lose
Individual B’s outcomes
To be continued in lecture 2
