functional and dysfunctional conflicts.pptx

education

1. Functional and Dysfunctional Conflicts

2. The Conflict Iceberg

3. Functional versus Dysfunctional Conflict Functional Conflict Conflict that supports the goals of the group and improves its performance. Dysfunctional Conflict Conflict that hinders group perfo r man c e .

4. Functional vs. Dysfunctional Conflict Functional Conflict serves organization’s interests Is commonly referred to as constructive or cooperative conflict Dysfunctional Conflict threatens organization’s interests Wastes the organization’s resources and is counterproductive Functional or Dysfunctional is determined by whether the organization’s interests are served

5. Types of Conflict Task Conflict Conflicts over content and goals of the work. Relationship Conflict Conflict based on interpersonal relationships. Process Conflict Conflict over how work gets done.

6. The Conflict Process

7. Stage I: Potential Opposition or Incompatibility Communication Semantic difficulties, misunderstandings, and “noise” Structure Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose) Dependence/interdependence of groups Personal Variables Differing individual value systems Personality types

8. Stage II: Cognition and Personalization Positive Feelings Negative Emotions Conflict Definition Perceived Conflict Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise. Felt Conflict Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.

9. Stage III: Intentions Cooperativeness: Attempting to satisfy the other party’s concerns. Assertiveness: Attempting to satisfy one’s own concerns. Intentions Decisions to act in a given way .

10. Dimensions of Conflict -Handling Intentions

11. Stage III: Intentions (cont’d) Competing A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict. Collaborating A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. Avoiding The desire to withdraw from or suppress a conflict. Accommodating The willingness of one party in a conflict to place the opponent’s interests above his or her own. Compromising A situation in which each party to a conflict is willing to give up something.

12. Stage IV: Behavior Conflict Management The use of resolution and stimulation techniques to achieve the desired level of conflict.

13. Conflict-Intensity Continuum

14. Stage V: Outcomes Functional Outcomes from Conflict Increased group performance Improved quality of decisions Stimulation of creativity and innovation Encouragement of interest and curiosity Provision of a medium for problem-solving Creation of an environment for self-evaluation and change Creating Functional Conflict Reward dissent and punish conflict avoiders. Dysfunctional Outcomes from Conflict Development of discontent Reduced group effectiveness Retarded communication Reduced group cohesiveness Infighting among group members overcomes group goals

15. Types of Conflict Personality Conflict Given the many possible combinations of personality traits, it is clear why personality conflicts are inevitable A personality conflict is an interpersonal opposition based on personal dislike, disagreement, and/or different styles Intergroup Conflict Conflict among work groups, teams and departments is a common threat to organizational competitiveness Intergroup cohesiveness – a “we feeling” binding group members together – can be a good or bad thing (smooth running team or result in groupthink which limits critical thinking)

16. Minimizing Intergroup Conflict Conflict within the group is high There are negative interactions between groups Influential third-party gossip about other group is negative Work to eliminate specific negative interactions between groups Conduct team building to reduce intra group conflict and prepare employees for cross-functional teamwork Encourage personal friendships and good working relationships across groups and departments Foster positive attitudes toward members of other groups Avoid or neutralize negative gossip across groups or departments Recommended actions : Level of perceived intergroup conflict tends to increase when:

17. Managing Conflict Stimulating Functional Conflict Devil’s Advocacy The Dialectic Method 5 Alternative Styles for Handling Dysfunctional Conflict Integrating (Problem Solving), Obliging (Smoothing), Dominating (Forcing), Avoiding and Compromising Third-Party Interventions Conflict Triangles Alternative Dispute Resolution

18. Stimulating Functional Conflict: Devil’s Advocacy A proposed course of action is generated A devil’s advocate is assigned to critique the proposal The critique is presented to key decision makers Any additional information relevant to the issues is gathered The decision to adopt, modify, or discontinue the proposed course of action is taken The decision is monitored

19. Stimulating Functional Conflict: The Dialectic Method A proposed course of action is generated Assumptions underlying the proposal are identified A conflicting counterproposal is generated based on different assumptions Advocates of each position present and debate merits of their proposals before key decision makers The decision to adopt, either position or some other position is taken The decision is monitored

20. 5 Alternative Styles for Handling Dysfunctional Conflict Integrating Obliging Dominating Avoiding Compromising High L o w Hi g h L ow Concern for Others Concern for Self

21. 5 Alternative Styles for Handling Dysfunctional Conflict Integrating (Problem Solving) Is appropriate for complex issues plagued by misunderstanding Is inappropriate for resolving conflicts rooted in opposing value systems Its primary strength is its longer lasting impact because it deals with the underlying problem rather than merely with symptoms However, it is very time consuming Obliging (Smoothing) Involves playing down differences while emphasizing commonalities May be appropriate when it is possible to eventually get something in return Is inappropriate for complex or worsening problems Its primary strength is that it encourages cooperation However, it’s a temporary fix that fails to confront the underlying problem

22. Dominating (Forcing) Shows a high concern for self and low concern for others Encourages “I win, you lose” tactics Is appropriate when an unpopular solution must be implemented, the issue is minor or a deadline is near Is inappropriate in an open and participative climate Its primary strength is speed However, it often breeds resentment 5 Alternative Styles for Handling Dysfunctional Conflict

23. 5 Alternative Styles for Handling Dysfunctional Conflict Avoiding May involve either passive withdrawal from the problem or active suppression of the issue Is appropriate for trivial issues or when the costs of confrontation outweigh the benefits of resolving the conflict Is inappropriate for difficult and worsening problems Its primary strength is that it buys time in ambiguous situations However, it only provides a temporary fix that sidesteps the underlying problem Compromising A give-and-take approach involving moderate concern for both self &others Is appropriate when parties have opposite goals or possess equal power Is inappropriate when overuse would lead to inconclusive or delayed action Its primary strength is that the democratic process has no losers However, it only provides a temporary fix that can stifle creative problem solving

24. Third-Party Interventions Conflict Triangles When two people are having a problem and instead of addressing the problem, one of them gets a third party involved Alternative Dispute Resolution (ADR) Avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration

25. Alternative Dispute Resolutions Facilitation A third party, usually a manager, informally urges disputing parties to deal direction with each other in a positive manner Conciliation A neutral third party informally acts as a communication conduit between disputing parties Peer review A panel of trustworthy co-workers hears both sides of a dispute in an informal and confidential meeting

26. Alternative Dispute Resolutions Ombudsman Someone who works for the organization, and is widely respected, hears grievances on a confidential basis and attempts to arrange a solution Mediation A trained, third-party neutral actively guides the disputing parties in exploring a solution; the mediator does not render a decision Arbitration A trained, third-party neutral, makes a decision regarding the dispute