PR truyền thông - Chapter 9: Conflict in the organization

Conflict in the OrganizationChapter 9(pp. 157-171)OverviewCommunication & ConflictDefining ConflictOriginsConsequencesFactors Influencing ConflictConflict StylesDisputes and NegotiationConflict Management & Resolution Skills Communication & ConflictMild “tensions” vs. IncapacitationUnderstanding conflict is critical to communication successCommunication constitutes the essence of conflict in that it undergirds the formation of opposing issues, frames perceptions of the felt conflict, translates emotions and perceptions into conflict behaviors, and sets the stage for future conflicts (Putnam & Poole, 1987)Conflict DefinedTwo or more interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving that goal (Hocker & Wilmot, 1995)Competition between interdependent parties who perceive that they have incompatible needs, goals, desires, or ideas (Van Slyke, 1999)The interaction of interdependent people who perceive opposition of goals, aims, and values, and who see the other party as potentially interfering with the realization of these goals (Putnam & Poole, 1987)Conflict DefinedInterdependencePerceived Incompatible GoalsScarce ResourcesInterferenceSocial InteractionCentral to ConflictHow conflict is identified and framedOrigins of ConflictFour Events that precipitate interpersonal conflictREBUFFSFailure to respond to appeal for desired actionILLEGITIMATE DEMANDSUnjust or extreme requestCRITICISMSUnfavorable or demeaning verbal or nonverbal actCUMULATIVE ANNOYANCESRepetition of instances that crosses tolerance thresholdFive Factors that favor the development of conflictFrequency of OccurrenceGoal MutualityGoal-Path UncertaintyAttribution of CauseNegative FeelingsConsequences of ConflictNegative ConsequencesLess EffectiveSuboptimal ProductivityInhibited Cognitive FunctioningPositive ConsequencesIdentify and Better Understand IssuesClarify IssuesCreative SolutionsFactors Influencing ConflictContent Related vs. PersonalSize of ConflictRigidity of the IssuePower DifferencesIndividual Personalities, Traits, and DispositionsConflict StylesStrategy EffectivenessAdapt to the SituationBe Fair and ObjectiveAppropriate and Effective CommunicationMutual AwarenessOpen-minded AttitudesWillingness to Ignore Power IssuesProblem-Solving ProceduresCharacterizing Conflict Styles5 Basic Conflict StylesWithdrawing (Avoiding)Smoothing (Accomodating)Forcing (Dominating; Competing)Confronting (Collaborating, Problem Solving, Integrating)CompromisingEthical Climate Determines Effectiveness of Conflict StyleFormal Procedures / RulesMcKinney, Kelly, and Duran (1997)CMMS scale Ross & DeWine (1988)Concern for other, self, and issueNicotera (1994)Conflict Styles ResearchMcKinney, Kelly, and Duran (1997)Concern for other and issue positively related to social confirmationConcern for other and issue positively related with social experienceConcern for self negatively related to social composureNicotera (1994)AVOID - evasive vs. estrangedACCOMMODATE - accommodate vs. patronizeCOMPETE - assertive vs. aggressiveCOLLOBORATE - consolidate vs. begrudgeCOMPROMISE - ?Flexibility is influenced by liking, loyalty, and personality factors (aggressiveness, tolerance, and innovativeness)Conflict Styles ResearchSuperior’s Conflict Styles and Rewards for SubordinatesSystem Rewards (salary, benefits, promotions)Performance Rewards (responsibility, decision making input, meaningful/challenging work)Interpersonal Rewards (recognition, friendship, status, appreciation, feeling of belonging)ResultsCollaboration and Forcing styles predict Interpersonal and Performance RewardsNo relationships identified . . . between accommodation and perceived rewardsbetween manager conflict styles and system rewardsConflict Styles ResearchDiversity and GenderWorkplace diversity and orientations toward conflict can heighten the frequency and intensity of conflict situationsLack of understanding of cultural differences can result in conflictPersonality has a greater impact on conflict style than biological sexDisputes and NegotiationBargaining as CompromiseParticipants negotiate mutually shared rules and then cooperate within these rules to gain a competitive advantage over opponentBargaining and Negotiation are interchangeableOrganizational Responses (Disputing Process Instrument (DPI) Morrill & Thomas, 1992)Aggressiveness - expense of othersAuthoritativeness - resources of social positionObservability visible to social audienceSeven Conflict Behaviors (DPI)The Negotiation ProcessThe goal of negotiation is no longer exclusively getting an effective settlementRedefinition of the problemPerceptual change in the elements of the problemNew appreciation of the socio/historical context of the disputeCommunication-as-NegotiationTransformational power that transcends notions of technical and instrumental rationalityParticipants define the conflict and its environmentRationality and Effectiveness (and Appropriateness) help define many aspects of organizational lifeConflict Management & Resolution SkillsFirst, understand the factors contributing to conflictNext, we identify the methods for resolving conflictTwo Forms of Conflict ResolutionDistributive Conflict ResolutionWinning through the use of negative behaviorsDisagreement to prevent others from reaching their goals Serves personal needs and goals at the expense of othersConflict as WIN - loseIntegrative Conflict ResolutionFoster cooperation and shared solutionsModifying ideas, bargaining for an acceptable compromiseSearch for solutions and provide support for othersCooperative and not mutually exclusiveObjective is to share values, highlight common objectives, and help achieve consensusTransition from distributive to integrative conflict resolution occurs when the need to accomplish a common goal is recognized.Conflict Management & Resolution SkillsOnce individuals realize that it will be impossible to achieve the desired goal without resources and abilities beyond their own, the transition can take place.INTEGRATIVE CONFLICT RESOLUTION SKILL SETAbility to establish effective working relationshipsMust have cooperative and problem-solution attitudesMust be able to manage the group process and group decision making be knowledgeable about the issues Interpersonal Relationships are at the core of our ability to resolve conflictEffective development of interpersonal relationships among co-workers can potentially decrease the severity of grievances filedMetaphors to describe attitudes toward conflictCONFLICT as WAR (great personal cost)CONFLICT as IMPOTENCE (powerless to impact)CONFLICT as RATIONAL PROCESS (collaboration)Most frequent - conflict as impotenceConflict Management & Resolution SkillsHaving skills and knowledge of different approaches to conflict may help one overcome a sense of helplessness in conflict settingsResolving conflicts depends on the perceptions of the negotiationMisinformation can lead to negative perceptionsOrganizational conflict can be one of the most frustrating and difficult aspects of working in an organizationEspecially frustrating when people feel they have no control over the outcomeBe sensitive to your own style of interacting and managing conflict and pay attention to the styles of othersConflict is expected and anticipated in the communicative organization (CO)The only UNKNOWN is how parties respond to conflictStrategies for Dealing with ConflictBe Objective Analyze and separate content and personal issuesPlanning stage for strategic communicationBe Aware of Preferred Style of Conflict ResolutionPlan, Recognize, Contain, and CopeDistinguish Symptoms from Causes Symptoms let us know a conflict is presentCauses of conflict are issues underlying the symptomsIdentify Success of Methods already ImplementedIgnore problemsPersuasionCompromiseBe Sensitive to Different Approaches and Views of Conflict based on Gender and Cultural DiversitySummaryCommunication & ConflictDefining ConflictOriginsConsequencesFactors Influencing ConflictConflict StylesDisputes and NegotiationConflict Management & Resolution Skills