The document provides an overview of conflict in small groups, defining it as a process where one party perceives opposition to their concerns, leading to a range of outcomes from disagreement to violence. It discusses various types of conflict, the effects of perceptions and emotions on behavior, and the potential for both positive and negative impacts, including improving understanding or lowering cohesiveness. Additionally, it addresses groupthink and strategies for managing and resolving conflicts through different orientations and approaches.

1. Conflict in small groups
Conflict in small groups
An overview
An overview

2. Defining conflict
Defining conflict
 A process
A process
 One party percieves that the other is
One party percieves that the other is
opposed to his/her concern
opposed to his/her concern
 Ranging from disagreement to violence
Ranging from disagreement to violence
(Thomas, 1984)
(Thomas, 1984)
 Owing to competing values
Owing to competing values
 Disagreement on goals
Disagreement on goals
 Disagreement on means / ways
Disagreement on means / ways
 Involves feelings, perceptions, behaviours
Involves feelings, perceptions, behaviours
and interactions
and interactions

3. Dimensions
Dimensions
 The perception of a situation rather than the
The perception of a situation rather than the
situation leads conflict
situation leads conflict
 Emotions connected with perceptions
Emotions connected with perceptions
 Perceptions and emotions affects behaviour
Perceptions and emotions affects behaviour
 Behaviour affects interaction
Behaviour affects interaction

4. Positive effect
Positive effect
 Better understanding of issues and people
Better understanding of issues and people
 Stimulates involvement and increases
Stimulates involvement and increases
motivation
motivation
 Better decision making
Better decision making
 Greater cohesion
Greater cohesion

5. Negative effect
Negative effect
 Creates negative feelings
Creates negative feelings
 Lowers cohesiveness (personal attacks)
Lowers cohesiveness (personal attacks)
 Splitting of the group
Splitting of the group

6. Types
Types
Substantive conflict – issue based
Substantive conflict – issue based
Affective conflict – emotion/ego based
Affective conflict – emotion/ego based
Procedural conflict – method based
Procedural conflict – method based
Conflict from inequity
Conflict from inequity

7. Groupthink and mindlessness
Groupthink and mindlessness
 Absence of critical thinking
Absence of critical thinking
 Desire for solidarity - supression of conflict
Desire for solidarity - supression of conflict
 Coined by Irving Janis (1983) – invasion of Cuba
Coined by Irving Janis (1983) – invasion of Cuba
by the Kennedy administration (1961)
by the Kennedy administration (1961)
 Highly cohesive groups under pressure to
Highly cohesive groups under pressure to
achieve cohesiveness (Nazi regime)
achieve cohesiveness (Nazi regime)
 Symptoms – overestimation of its power and
Symptoms – overestimation of its power and
morality; close-mindedness; pressure to conform
morality; close-mindedness; pressure to conform
 Agreement under duress and inadequate or mis
Agreement under duress and inadequate or mis
information – mob lynching incidents
information – mob lynching incidents

8. Preventing groupthink
Preventing groupthink
 Critical evaluation by members
Critical evaluation by members
 Leaders refraining from their preferences
Leaders refraining from their preferences
at the outset
at the outset
 Establishing sub-groups
Establishing sub-groups
 Preventing insulation
Preventing insulation

9. Managing conflict
Managing conflict
 Distributive orientation – win-lose
Distributive orientation – win-lose
situations
situations
 Integrative orientation – each gets what
Integrative orientation – each gets what
they want through exploration of
they want through exploration of
alternatives
alternatives
 Approaches – Avoidance, accomodation,
Approaches – Avoidance, accomodation,
competition, collaboration, compromise
competition, collaboration, compromise

10. Conflict resolution
Conflict resolution
Express disagreement
Express disagreement
Don't make personal attacks
Don't make personal attacks
Separate people from the problem
Separate people from the problem
Focus on interests not positions
Focus on interests not positions
Look for options for mutual gain
Look for options for mutual gain
Use objective criteria
Use objective criteria
Present alternatives
Present alternatives
Third party arbitration
Third party arbitration
Negotiate and bargain for agreements
Negotiate and bargain for agreements