WORK TEAMS AND CONFLICT IN ORGANIZATIONS

Psicología de las Organizaciones
Departamento de Psicología Social
Universidad de Sevilla
Curso 12-13

Unit 5.
PART III : WORK TEAMS AND
CONFLICT IN ORGANIZATIONS

Miriam Benítez González
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WORK TEAMS AND CONFLICT IN ORGANIZATIONS

1. WORK TEAMS
1. 1. The importance of Work Teams in WOP.
1. 2. Concept and properties: teams and groups.
1. 3. Efficacy model of Work Teams.
1. 4. Benefits of teamwork.

2. CONFLICTS
2. 1. Concept and properties
2. 2. Types of conflicts in organizations
2. 3. Conflicts in Work Teams: study model
2. 3. 1. General conflict consequences
2. 3. 2. Are intragroup conflicts always negative for teams?
a) The intensity of conflict
b) Task conflict vs. relationship conflict
c) Conflict management styles
d) The organizational context
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Psicología de las Organizaciones
Departamento de Psicología Social
Universidad de Sevilla
Curso 11-12

Previous reading for conflict

 Benítez, Medina y Munduate (2011). Studying Conflict in
Work Teams. A Review of the Spanish Scientific
Contribution. Papeles del Psicólogo, 32(1), pp. 69-81.

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2. 1. Concept and properties.
 It’s an interaction between two interdependent parties
(individuals, groups or organizations) which perceive
incompatible goals and a potential interference of the other
party in the consecution of the goals (Putnam, 1994)
 Conflict is viewed as a process that begins when an individual or
group perceives differences and opposition between oneself
and another individual or group about interests, beliefs or values
that matter to them (De Dreu, Harinck, & Van Vianen, 1999; De Dreu &
Gelfand, 2008).

MINIMUM ELEMENTS
a) It’s a form of interaction
b) There is interdependence between the
parties
c) There is a perception of a certain degree
of opposition to the purposes intended by the
parties 4

2. 2. Conflict types in organizations
Intragroup conflict
 Depending on the parties involved in the conflict:
 Between two or more individuals (interpersonal conflict)
 Between two groups (intergroup conflict)
 Between the members of the group (intragroup conflict)
 Employees interact with colleagues, superiors, clients and
employers and consequently, said interactional processes can
become conflictive relationships (e.g., vertical conflict or
superior-subordinate conflict)
 Depending on the level of analysis:
 Interpersonal conflict
 Team or group conflict Team level
 Organizational conflict

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 Conflict is currently recognized as a component of work teams
dynamics (De Dreu, 2010; Jehn 1995; 1997)

 Because of:
 The increasing number of multidisciplinary, multicultural and multi

demographic work teams.

DIVERSITY IN TEAMS

 “A characteristic of social grouping that reflects the degree to
which there are objective or subjective differences between
people within the group” (Van Knippenberg & Schippers, 2007, p. 519).

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DIVERSITY

 Diversity in work teams can show many forms which have usually
been categorized as:

Job related attributes Job un-related attributes
Information/decision/m Social Categorization
aking (demographic diversity)
(functional diversity)
-Gender
-Knowledge -Ethnicity
-Ability -Age
-Skills

CONFLICTS
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INPUTS PROCCESS OUTPUTS

Task COGNITIVE GROUP
characteristics AFFECTIVE EFFICACY
ACTION-ORIENTED
Composition Do they share the same ideas?
Do they feel good and motivated
together?
Do they perform in a coordinated
way?

Organizational Context
TEAM CULTURE

Kozlowski y Bell, 2004
Kozlowski e Ilgen, 2006
Gil et al., 2008

Benítez, Medina & Munduate, 2011a)
Social support of supervisor
Task characteristics Work-family reconciliation context
Complexity Conflict management styles
Virtuality Third-party mediation

Input Hypothetical
Group Processes
Group Composition consequences
Conflicts
Homogeneity Well-being at work
Task Relationship
Heterogeneity (diversity) Conflict Conflict Group efficacy
Job satisfaction
Burnout

Team/organizational climate
Social support of supervisor
Group potency
Trust among workmates
Context virtuality
Social interrelations among workmates
Conflict management styles

Following the Input-Processes-Output model, conflict is considered the
key to understanding the relationships among its members and the
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efficacy of work teams (e.g., Gil et al., 2008; González-Romá, 2008).

2. 3. 1. General conflict consequences
 There is evidence to suggest that conflict in teams can be productive
for organizations by stimulating change, producing higher-quality
decisions and decreasing groupthink (Turner & Pratkanis, 1997).

 Therefore, it is considered a necessary element for the production
and renovation of knowledge in nowadays organizations (Medina,
Munduate, Martínez, Dorado & Mañas, 2004)

 However, many times, conflict generates a very negative
organizational dynamic:
 It is the basis of psychological harassment (Arenas, Medina, &
Munduate, in press)
 It predicts a high percentage of employee turnover and
absenteeism (De Dreu, 2010).
 It is considered a main source of stress at work (Giebels & Jansen,
2005)
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2. 3. 2. Are intragroup conflicts always negative for
teams?
Conflict research suggests, among others, the following three variables
to understand the consequences of workplace conflict:

a) The intensity of conflict (De Dreu, 2006; Jehn & Mannix, 2001; Watson,
1969)
b) The types of conflict involved: task vs. relationship conflict (De Dreu
& Weingart, 2003; Jehn, 1995; 1997)
c) The conflict management styles used by team members (De Dreu
& van Viannen, 2001)
d) The organizational context (De Dreu & Weingart, 2003; Jehn &
Bendersky, 2003)

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2. 3. 3. Are intragroup conflicts always negative for
teams?
a) The intensity of conflict (De Dreu, 2006; Jehn & Mannix, 2001; Watson, 1969)

 Low levels of tension lead to inactivity and 60

produce low performance if there is no
50
urgency or need to act decisively.
40
 Moderate levels of tension help finding

Results
information, considering more alternatives 30

and they produce high levels of 20

performance. 10

 High levels of tension reduce the ability of 0
perceiving, processing and evaluating low moderate high
Level of Tension
information. Aggressive and defensive
interactions.

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b) The types of conflict involved:

Task conflict Relationship conflict
Differences about ideas and Personal incompatibilities
opinions relating to the task (tastes, ideas or values)

 Its effects are beneficial because:  Its effects are detrimental because:

 It stimulates the identification of  It damages effective communication and
ideas and proposals cooperation between the parties.

 It stimulates the analysis of  It consumes much time and energy.
ideas.  It limits information processing.
 It improves the relationships  It reduces receptivity to the decisions
between the parties. proposed by the opponent.

The discrepancies about work aspects
Typically include personal tension,
are regarded as an opportunity for the
animosity and annoyance” (Jehn,
generation of knowledge (Mañas & Díaz-
1995)
Fúnez, 2009).

2. 3. 3. Are intragroup conflicts always
negative for teams?
 We can reduce the negative effects of relationship
conflict and we can benefit from positive effects of task
conflict depending on:

 The conflict management styles used by team
members. How the opposing parts manage the
discrepancies.
 Some team or organizational factors. Conflict
research underline the key role of social support
(from team members and supervisor)

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c) The conflict management styles used by team members (Benítez,
Medina y Munduate, 2011b; De Dreu & van Viannen, 2001)

It’s not about opposing conflict, but about managing
it in the best way possible

It allows organizational change
It stimulates intragroup cohesion and intergroup differentiation
It produces an increase of the group’s level of activation, making
it more creative and constructive
• It expands the range of judgments
• It helps re-examine the goals
• It promotes risk calculation in decision making
Teams that are more effective at managing conflict are more
prepared to prevent its negative effects and to be more
successful in organizations (Tjosvold, 2008).

c) The conflict management styles
Concerns for self

high low

Integrating/ Obliging/
high
Concern for others

problem solving yielding

compromising

low Dominating/forcing avoiding

Rahim & Bonoma’s Model, (1979, 1992)

Conflict management styles
DUTCH (De Dreu et al., 2001)

Styles: Nº ITEMS PREGUNTAS:

Yielding/obliging 4 1, 2, 3 &4

Compromising 4 5, 6, 7 & 8

Forcing/dominating 4 9, 10, 11 & 12

Problem solving or integrating 4 13, 14, 15 & 16

Avoiding 4 17, 18, 19 & 20

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 Integrating/problem solving
 It involves collaboration to reach a solution which is acceptable for both.
This helps problem resolution, leading to creative solutions. For example,
"In the event of a difficulty at work with my colleagues, I try to analyze the
situation with them to find a solution that is acceptable to everyone”
 Yielding or obliging
 The person is focused on emphasizing and highlighting the common
aspects between both so as to satisfy the other’s interest. For example, “I
generally do what my colleagues want me to"
 Dominating/forcing
 The person tries to reach his/her goal tending to ignore the opponent's
needs and expectations. For example, I use my professional prestige and
the authority that it gives me to apply pressure in my favor”.
 Avoiding
 The person avoids the problem, searches retreat. Resigns meeting his/her
interests. For example, “I try not to show colleagues that I disagree to avoid
problems”.
 Compromising
 The parties give up a bit in their position in order to be able to reach a
mutually acceptable decision. For example, “I normally propose a half-way
path to break the deadlock”.


 Do you think there is one style better
than other?

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http://www.youtube.com/watch?v=Iq7u0yGjUpE

 Integrating style is considered the most appropriate strategy
to solve intragroup conflict (Benítez et al., 2011b; De Dreu et al., 2004;
Dijkstra et al., 2009) facing task and relationship conflict:

 Task conflict because:
 Work-unit members could be part of the decision-making processes.

 Work-unit members could find new and creative solutions to
problems by focusing on their needs as well as on the needs of the
entire work-unit (Gross & Guerrero, 2000). .

 Relationship conflict because:
 Work team members will face conflict directly, showing conciliatory
and supportive behaviors reducing stressful environment caused by
relationship conflict.

 When relationship conflict intensity is high sometimes the best is to
use avoiding conflict management style.


Thomas(1992): Each conflict management
style is appropriate according to the
situation. For example, compromise styles
may be functional on some occasions; when
parties’ objectives are mutually exclusive.

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Conditions : Appropiate
 Integrating
 The topic is complex and there’s time available
 One party alone can’t resolve the problem
 The parties’ resources are necessary for resolving the problem
 Yielding
 You think you can be wrong
 The subject is more important for the other party
 You are in position of weakness and preserving the relationship is more
important
 Dominating
 An urgent solution is necessary
 An unfavorable decision from the other part can be detrimental for your own
interests
 Your subordinates lack experience in making technical decisions
 Avoiding
 The negative effect of confronting the other party outweighs the benefit of
solving it is
 Time for thought is needed
 Compromising
 The parties’ goals are mutually exclusive
 Consensus cannot be rejected

Conditions : NOT Appropiate
 Yielding
 The topic is important for you
 You think you are right
 The other party is wrong or acts in an unethical manner
 Dominating
 The topic is complex
 The topic is not important enough for you
 Both parties have equal power
 Your subordinates are very competent
 Avoiding
 The topic is very important for you
 The responsibility to make a decision is yours
 A prompt and fast tracing is needed
 Integrating
 The topic is simple
 An immediate decision is needed
 The other party doesn’t have problem solving abilities
 Compromising
 One party is more powerful than the others
 The problem could be solved through integration


d) The organizational context
 Conflict consequences depend on the circumstances under which
conflict occurs (Jehn & Bendersky, 2003).
 In fact, the effects of conflicts may persist, become stronger, or
disappear depending on the context factors perceived for individuals
over time (De Dreu & Gelfand, 2008).
 In this sense, conflict research underlines the key role of social
support to buffers the detrimental effects of stressors such us
intragroup conflict (Jehn & Friedman, 2000).
 Supervisor social support as a stress inhibitor caused by
relationship conflict (Boz et al., 2009)
 Support team climate and goal climate (Medina et al., 2004)

THANK YOU VERY MUCH FOR YOUR
ATTENTION

e-mail: miriam.benitez@dpces.uhu.es

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WORK TEAMS AND CONFLICT IN ORGANIZATIONS

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