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Lecture 12

MGCR 222 Lecture 12: Conflict
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4 Pages
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Fall 2015
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Department
Management Core
Course Code
MGCR 222
Professor
Jean- Nicolas Reyt
Lecture
12

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Lecture 12 - Conflict
1. Underlying sources of conflict
The potential energy of conflict
Miscommunication and misinformation (surface)
Real or perceived difs in needs and priorities (deep)
Real or perceived difs in values, perceptions, beliefs, attitudes and culture (deeper,
rarely verbalized)
2. Promoters of conflict
Heightened evaluation
Constantly criticizing/judging others, finger pointing, insults, defensiveness
Abusing power
'my way or the highway', imposing the will of one group member on others,
threats and ultimatums
Intransigence
Being rigid in one's unwillingness to compromise, listen to others
Neutrality and/or indirect communication
Beating around the bush/demonstrating indifference, lack of commitment
Avoidance
Running away from the problem, hoping it goes away when others feel it must
be dealt with
Assuming others intentions
Telling someone why they did something
Telling others and not the source
Rated as one of the most destructive behaviours
3. Types of conflict
a. Relationship
Disagreements based on personal/social issues unrelated to work
How to measure: Ex. How often do people get angry while working in your team? How
much relationship tension is there in your team?
b. Task
Disagreements about the work being done
How to measure: to what extent are there different opinions in team? How much
conflict is there about the work you do in your team?
c. Process
Centers on task strategy and delegation of duties and resources
How to measure: how often do members of your team disagree about who should do
what?
4. Effects of conflict
Data showing that relationship conflict hinders team productivity
This is why the market pays top executive coaches and conflict resolution specialists
so well
5. Importance of conflict resolution in teams
Avoidance is far poorer 'solution' than engagement with the conflicting situation

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Description
Lecture 12 Conflict 1.Underlying sources of conflict The potential energy of conflict Miscommunication and misinformation (surface) Real or perceived difs in needs and priorities (deep) Real or perceived difs in values, perceptions, beliefs, attitudes and culture (deeper, rarely verbalized) 2. Promoters of conflict Heightened evaluation Constantly criticizingjudging others, finger pointing, insults, defensiveness Abusing power my way or the highway, imposing the will of one group member on others, threats and ultimatums Intransigence Being rigid in ones unwillingness to compromise, listen to others Neutrality andor indirect communication Beating around the bushdemonstrating indifference, lack of commitment Avoidance Running away from the problem, hoping it goes away when others feel it must be dealt with Assuming others intentions Telling someone why they did something Telling others and not the source Rated as one of the most destructive behaviours 3. Types of conflict a.Relationship Disagreements based on personalsocial issues unrelated to work How to measure: Ex. How often do people get angry while working in your team? How much relationship tension is there in your team? b. Task Disagreements about the work being done How to measure: to what extent are there different opinions in team? How much conflict is there about the work you do in your team? c. Process Centers on task strategy and delegation of duties and resources How to measure: how often do members of your team disagree about who should do what? 4. Effects of conflict Data showing that relationship conflict hinders team productivity This is why the market pays top executive coaches and conflict resolution specialists so well 5. Importance of conflict resolution in teams Avoidance is far poorer solution than engagement with the conflicting situation
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