TUT EDU210 Organisational Conflict
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This document defines organizational conflict and discusses its forms and sources. It begins by defining conflict as an expressed struggle that can arise from incompatible goals, scarce resources, or interference from others. It then discusses the main forms of conflict as functional conflict, which can stimulate new ideas, and dysfunctional conflict, which is disruptive and prevents achievement of goals. The document outlines the sources of conflict as differing values, relationships, interests, communication issues, limited information or resources, organizational structure, and procedures. It concludes by discussing approaches to conflict such as compromise or problem-solving and principles for resolving conflicts constructively.
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This document discusses conflict management and resolution. It defines conflict as disagreement between two parties, whether violent or subtle. It then describes different types of conflict including interpersonal, intergroup, and interorganizational. Causes of conflict mentioned include scarce resources, different attitudes and goals, poor communication, and lack of clarity in roles. The document advises managers to recognize conflict as natural, identify sources, and intervene early to find solutions before escalation. It also discusses conflict resolution techniques like avoiding, accommodating, compromising, and collaborating.
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Here are some ways to promote functional conflict:
- Lead by example by respectfully sharing opposing views yourself. This shows it's acceptable and can be productive.
- Assign a "devil's advocate" during decision-making processes whose role is to question assumptions and suggest weaknesses or alternative perspectives. This structured approach prevents conflict from becoming personal.
- Role-play reactions by having groups imagine how the competitor or other stakeholders might view options. Taking others' perspectives leads to more robust discussions and vetting of ideas.
- Repeat role-plays with groups switching sides to gain new insights and ensure all aspects are thoroughly debated before deciding. The process of arguing multiple viewpoints strengthens the final solution.
- Create diversity
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types of conflict
There are several types of conflict discussed in the literature:
1) Cognitive vs affective conflict, with cognitive being task-oriented and affective being emotional.
2) Relationship, task, and process conflict, with relationship stemming from incompatibilities, task from disagreements, and process from disagreement over approach.
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types of conflict
There are several types of conflict discussed in the literature:
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3) Content vs relational conflict, with content being about issues and relational being about individuals.
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This document discusses conflict and its management in organizations. It begins by defining conflict and outlining traditional, human relations, and interactionist views of conflict. It then contrasts functional and dysfunctional conflict, and discusses the conflict iceberg model. The document outlines the 5 stages of conflict (potential opposition, cognition/personalization, intentions, behavior, outcomes) and 5 styles for handling conflict (integrating, obliging, dominating, avoiding, compromising). It also discusses stimulating functional conflict, managing intergroup conflict, and alternative dispute resolutions including mediation and arbitration.
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This document provides an overview of conflict and conflict resolution. It defines conflict as a struggle between two or more opposing forces that creates tension requiring resolution. The document discusses different views of conflict, types of conflict, levels of conflict including individual, group and organizational, and positive and negative aspects of conflict. It also outlines the process of conflict from latent to manifest stages. Finally, it explores various strategies for resolving conflicts within and between groups, such as problem solving, organization redesign, superordinate goals, and expanding resources.
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Groupthink is a phenomenon where highly cohesive groups make poor decisions without considering alternative viewpoints due to a desire for consensus. It has led to political and military failures like the Bay of Pigs invasion and Vietnam War escalation. Symptoms include illusion of invulnerability, rationalizing warnings, stereotyping opponents, and self-censorship. Groupthink is more likely when groups are insulated and leaders promote their solutions. It can be avoided by assigning critical roles, using multiple independent groups, and employing devil's advocates.
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Conflict is defined as an expressed struggle between two interdependent parties who perceive incompatible goals, scarce resources, or interference in achieving their goals. Conflicts can originate from differences in beliefs, values, interests, desires, or competition over scarce resources. While conflict can encourage eliminating groupthink and improve group performance with task conflicts, escalating conflicts typically yield negative results. The conflict process involves potential opposition, personalization of conflict, intentions to address it, behaviors taken, and outcomes. Conflict management aims to improve situations and strengthen relationships through proactive and collaborative approaches. Blake and Mouton's conflict grid shows different conflict approaches from avoidance to collaboration. Conflict resolution techniques include problem solving, compromise, altering behaviors or structures.
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Conflict is defined as a difference of opinions or interests between parties. It occurs when parties cannot agree on a course of action and perceive that another party will negatively impact something they value. Conflict can be functional and improve group performance by stimulating change, or dysfunctional and hinder performance by creating distrust. Conflict exists at the intra-individual, interpersonal, intra-group, intergroup, intra-organizational, and inter-organizational levels and can be caused by factors like role incompatibility, information deficiencies, and differences in goals between parties.
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Groupthink presentation
source: Psychologists for Social Responsibility
http://www.psysr.org/about/pubs_resources/groupthink%20overview.htm
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The document then discusses different perspectives on conflict, including traditional views that see all conflict as harmful, human relations views that see conflict as natural, and interactionist views that see conflict as necessary for group performance. It also discusses functional and dysfunctional conflict in organizations.
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Conflict presentation
The document discusses the stages of conflict, sources of conflict, approaches to handling conflict, and outcomes of conflict. It addresses potential opposition, cognition and personalization of conflict, intentions to intervene, behaviors used to resolve conflict, and the functional and dysfunctional outcomes that can result. It also discusses negotiation processes, including distributive vs integrative approaches, strategies used, and the role of personality traits and gender in negotiations. Key third parties that can assist with conflict resolution through mediation, arbitration, or consultation are also outlined.
Occupational Therapy and Group Conflict
Conflict is inevitable and can occur at the intrapersonal, interpersonal, and societal levels. It involves a struggle between opposing forces due to differences in beliefs, values, goals, or needs for esteem, control, and affiliation. While conflict can have negative consequences like diverting energy, it can also have positive effects like stimulating creativity when managed constructively. Key aspects of conflict include the content and relationship dimensions, and types include procedural, substantive, and relational. Strategies for resolving conflict include separating the people from the problem, focusing on interests not positions, inventing mutual gain options, and using objective criteria. The goal is to stimulate functional conflict while resolving dysfunctional conflict.
Coordinating
There was a conflict between two fairies that was escalating until a third fairy intervened and told them "Nuff said", stopping the argument. Some pixies were bothering passersby until one upset fairy confronted them and the pixies fled when another said "That's E Nuff". At a fight in the forest involving many magical creatures, one fairy was able to subdue them all until a werewolf objected but was stopped when someone said "That's Fairy Nuff". Now in the woods you may encounter this fairy who will "deal with any humans" and you don't want to hear "E Nuff".
How to Handle Conflict at Workplace
Conflict arises in workplaces due to differences in opinions, values, and approaches between individuals and groups. There are various types of conflicts including intrapersonal, interpersonal, functional, and intergroup. Conflict can have both positive effects such as improving problem solving and group cohesion, as well as negative effects like reduced productivity and delays. Managers should address conflict through open communication, listening, asking questions, asserting positions respectfully, negotiating, problem solving, and managing emotions to resolve issues in a healthy way.
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- 1. - TUT- Organisational Conflict EDU210T Presenter: Dr Muavia Gallie (PhD) 14 September 2011 Definition • An expressed struggle • Incompatible goals, scarce resources, and interference from others 1. Substantive conflict – task oriented – dealing with organisational goals, products, services, systems; 2. Emotional conflict – clash of personalities – anger, mistrust, fear, resentment, etc. 1
- 2. Forms of Conflict 1. Functional conflict – Honest difference of opinion based on alternatives; – Helps to ensure that different options are properly considered; – Reducing risk of flaws when implementing; – Agree on outcomes, but not on process; – Absence of conflict may indicate a lack of interest or lazy thinking; – Outcomes of positive thinking (better ideas; new approaches; resolving problems; clarifying views; stimulating interest; test capacity) Forms of Conflict … (cont.) 2. Dysfunctional conflict – Danger and disruptive force (personal glory); – More bitter, less easy to solve; – Confrontation or interaction between two groups that harms organisation or prevents achievements – Outcomes of negative conflict (withdrawal and less productivity; increased distance between people with mistrust and suspicion; concentration on narrow interest; bitterness and hostility increase; increase stress and employee turnover) 2
- 3. Forms of Conflict 3. Optimal conflict/performance level Types of Conflict 1. Intrapersonal conflict (within an individual); 2. Interpersonal conflict (between two individuals; 3. Individual-institutional conflict (between person and organisation); 4. Intra-organisational conflict (between two or more groups within organisation) – vertical, horizontal, line-staff, role conflict. 3
- 4. Tension between Individual and Organisation Sources of Conflict 1. Values – individual differences; 2. Relationship – unfair treatment; 3. Interests – limited resources; 4. Communication – body language; 5. Data/information - territory; 6. Structure - specialisation; 7. Procedures - environment. 4
- 5. Organisational Conflict Approaches Win-Lose Approach Win-Win Approach Lose-Lose Approach Lose-Win Approach Principles in Conflict Resolution • Keep the people and the problem separate; • Look for an intelligent solution; • Set objective criteria to serve as benchmark for successful resolution; • Practise fairness and reasonableness; • Remain calm and controlled. 5
- 6. Managing conflict 1. Peaceful co-existence (don’t criticise, threaten, humiliate; act over-hasty; be friendly, polite, sympathetic, listen attentively, trust their intention, etc.) 2. Compromise; 3. Problem solving. 6
- 7. 7
- 8. Work through all 7 activities for examination purposes. Thank You!! 8