This document discusses sources and types of conflict that can occur in organizations. It identifies several common sources of conflict including incompatible goals between departments, differentiation between employees, interdependence of work, scarce resources, ambiguous rules, and poor communication. It then examines five styles for handling interpersonal conflict: problem-solving, forcing, avoiding, yielding, and compromising. Finally, it encourages considering different conflict styles depending on the situation and viewing conflict as an opportunity rather than just a problem.

1. 1activity

2. ConflictGroup Presentation 4

3. + Model of Conflict ProcessConflict EscalationConflict OutcomesSources of ConflictManifest ConflictPositiveBetter decision

4. Responsive Org

5. Team CohesionNegativeStress

6. Turnover

7. Politics

8. Lower Performance

9. Hoard Information

10. IncompatibleGoals

11. Differentiation

12. Interdependence

13. ScarceResources

14. AmbiguousRules

15. PoorCommunication

16. Conflict Style

17. Decision

18. Overt BehaviorsConflict Perceptions and EmotionsConflict Escalation

19. +INCOMPATIBLEGOALS+DIFFERENTIATION+INTERDEPENDENCE+SCARCERESOURCES+AMBIGUOUSRULES+COMMUNICATIONPROBLEMS+ INTERPERSONAL CONFLICT HANDLING STYLES

20. INCOMPATIBLEGOALS

21. “where the goals of one person or department seem to interfere with another person or department’s goals - Incompatible Goals

22. pulled in two opposite directions

23. DIFFERENTIATION

24. DifferentiationOccurs when background and experience were so difference that they endlessly confused.

25. Different values and belief due to unique backgrounds, experience, training, national culture and expectation

26. Can be distinguished from goal incompatibilityDifferentiationUnique experiences and separate companies influence in differentiation

27. Information technology maintains differentiation

28. Virtual teams have a high incidence of conflict“4 out of 10 Canadians believe a multigenerational workplace adds some challenges to the job

29. INTERDEPENDENCE

30. Higher interdependence increases the risk of conflict

31. PooledInterdependenceIndividuals operate independently except for reliance on a common resource or authorityReciprocalInterdependenceEmployees are highly dependent on each other and interfere each other’s workSequential Interdependenceone of the groups is dependent on the other for some input, but the reverse is not true

32. SCARCE RESOURCES&AMBIGUOUS RULES