Organizational Behaviour - Conflict

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Organizational Behaviour - Conflict

  1. 1. 1<br />activity <br />
  2. 2. Conflict<br />Group Presentation 4<br />
  3. 3. + Model of Conflict Process<br />Conflict Escalation<br />Conflict Outcomes<br />Sources of Conflict<br />Manifest Conflict<br />Positive<br /><ul><li>Better decision
  4. 4. Responsive Org
  5. 5. Team Cohesion</li></ul>Negative<br /><ul><li>Stress
  6. 6. Turnover
  7. 7. Politics
  8. 8. Lower Performance
  9. 9. Hoard Information
  10. 10. IncompatibleGoals
  11. 11. Differentiation
  12. 12. Interdependence
  13. 13. ScarceResources
  14. 14. AmbiguousRules
  15. 15. PoorCommunication
  16. 16. Conflict Style
  17. 17. Decision
  18. 18. Overt Behaviors</li></ul>Conflict Perceptions and Emotions<br />Conflict Escalation<br />
  19. 19. +INCOMPATIBLEGOALS<br />+DIFFERENTIATION<br />+INTERDEPENDENCE<br />+SCARCERESOURCES<br />+AMBIGUOUSRULES<br />+COMMUNICATIONPROBLEMS<br />+ INTERPERSONAL CONFLICT HANDLING STYLES<br />
  20. 20. INCOMPATIBLEGOALS<br />
  21. 21. “<br />where the goals of one person or department seem to interfere with another person or department’s goals <br />- Incompatible Goals<br />
  22. 22. pulled in two opposite directions<br />
  23. 23. DIFFERENTIATION<br />
  24. 24. Differentiation<br /><ul><li>Occurs when background and experience were so difference that they endlessly confused. 
  25. 25. Different values and belief due to unique backgrounds, experience, training, national culture and expectation
  26. 26. Can be distinguished from goal incompatibility</li></li></ul><li>Differentiation<br /><ul><li>Unique experiences and separate companies influence in differentiation
  27. 27. Information technology maintains differentiation
  28. 28. Virtual teams have a high incidence of conflict</li></li></ul><li>“<br />4 out of 10 Canadians believe a multigenerational workplace adds some challenges to the job <br />
  29. 29. INTERDEPENDENCE<br />
  30. 30. Higher interdependence increases the risk of conflict <br />
  31. 31. PooledInterdependence<br />Individuals operate independently except for reliance on a common resource or authority<br />ReciprocalInterdependence<br />Employees are highly dependent on each other and interfere each other’s work<br />Sequential Interdependence<br />one of the groups is dependent on the other for some input, but the reverse is not true <br />
  32. 32. SCARCE RESOURCES<br />&<br />AMBIGUOUS RULES<br />
  33. 33. Scarce Resources<br /><ul><li>People undermine each other to fulfill their task
  34. 34. Not enough financial, human capital, and other resources
  35. 35. The more scare resources one project receives, the fewer other projects will have</li></li></ul><li>“<br />Employees need to justify why they should receive scarce resources for their projects<br />
  36. 36. Ambiguous Rules<br /><ul><li>Also known as the complete lack of rules
  37. 37. Breeds conflict because it creates uncertainty and increases the risk that one party intends to interfere with the other party’s goals
  38. 38. Encourages political tactics and free-for-all battles among employees
  39. 39. Is one reason why conflict is common during mergers and acquisitions </li></li></ul><li>“<br />When clear rules exist, employees know what to expect from each other and abide by those rules<br />
  40. 40. COMMUNICATIONPROBLEMS<br />
  41. 41. WHY CONFLICTS HAPPEN?<br />Lack of Opportunity to Communicate<br />Insufficient Skills<br />Perception of Conflicts<br />
  42. 42. Lack The Opportunity to Communicate<br /><ul><li>People end up relying on stereotype
  43. 43. Escalates perception of conflicts</li></li></ul><li>People Lack Necessary Skills<br /><ul><li>Communicate in a polite and effective manner
  44. 44. Non-confrontational conversations are rare
  45. 45. Person with an arrogant tone allows others to respond in a defensive manner
  46. 46. Never-ending loop</li></li></ul><li>PERCEPTION OF CONFLICTS<br /><ul><li>Motivation to communicate decreases when conflict appears
  47. 47. Conflict and increases
  48. 48. Person further relies on original stereotypes, stereotypes further distorted</li></li></ul><li>“<br />GORDON LIPPIT’S CONFLICT MANAGEMENT<br /><ul><li>Recognize that conflict is natural
  49. 49. It is not if we will have conflict in life – we will
  50. 50. We can view conflict as either a problem or an opportunity
  51. 51. Dealing with conflict effectively is rarely about who is right or wrong
  52. 52. If people want to resolve conflict, it helps to reframe the problem</li></ul>“<br />
  53. 53. INTERPERSONAL CONFLICT HANDLING STYLES<br />
  54. 54. FIVE CATEGORY MODEL<br />Problem Solving Win-Win outcome<br />ForcingWin – Lose<br />Avoidingavoiding conflict to attempt to smooth it over<br />YieldingGiving in Completely<br />CompromisingLosses offset by equally valuable gains<br />
  55. 55. FIVE CATEGORY MODEL<br />High<br />Compromising<br />Forcing<br />Problem-solving<br />Assertiveness<br />(Negotiation to satisfy one’s own interests)<br />Avoiding<br />Yielding<br />Low<br />High<br />Low<br />Cooperativeness<br />(Motivation to satisfy other party’s interest)<br />
  56. 56. WHAT WILL YOU CHOOSE?<br />CONSIDER :<br /><ul><li>Everyone has a tendency to avoid or yield
  57. 57. People also tend to gravitate towards two handling styles that match their personality
  58. 58. Choosing an appropriate conflict handling style depends on different situations
  59. 59. Each category has its benefits and problems</li></li></ul><li>[CLIP:THE BREAK-UP]<br />
  60. 60. 2<br />activity<br />
  61. 61. References<br />Manning, Geroge & Cu, Kent. (1999). Building Community: The Human Side of Work. Whole Person Associates<br />Bacal, Robert. (1998). Condlict prevention in the workplace: using cooperative communication.Bacal and Associates.<br />http://c2.com/cgi/wiki?IncompatibleGoals<br />http://www.cios.org/encyclopedia/conflict/BKeyelements3_incompatiblegoals.htm<br />http://www.applied-strategies.com/FOLDERS-HumanFactor/Accommodation.asp<br />

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