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OB - Chapter 13.docx

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Queen's University
COMM 151
Christopher Miners

Chapter 13Conflict and Stress What is ConflictInterpersonal conflict is the process that occurs when one person group or organizational subunit frustrates the goal attainment of another Causes of Organizational Conflict Group Identification and Intergroup BiasThere has been research where they have assigned groups using trivial characteristic eg eye colour and without any interaction people have tendency to have more positive views of their ingroup and less positive about outgroupSelfesteem is a critical factor on why this occurs Identifying the ingroup to be successful and outgroup notIt boosts self esteem and provides comforting feeling of social solidarity InterdependenceInterdependence is when individual or subunit is mutually dependent n each other to complete their own goals Like sales department is dependent on production departmentInterdependence can set stage for conflict for two reasons The first reason is that it requires the interaction between the parties so they can coordinate their interests they cant develop conflict if they work alone The second is interdependent implies that each party has some power over the other It is easy for one side to abuse its power and create antagonism Difference in Power Status and CulturePower If the dependence is not mutual but one way the potential for conflict increase If party B does not need party A to get its goal but party A needs party B B has power over A This might create antagonism Status It creates conflict when the lower status dependent on the high status Sometimes you have lower status giving orders and controlling the high status Servers to high ranking chef The high status people may come t resent the reversal of usual line of influenceCulture When there are two or more very different culture develop in an organization the clash of beliefs might result in conflict Eg Nurse who is focused on cost effectiveness vs Doctor who spares no expense to cure his patients AmbiguityAmbiguous goals jurisdiction or performance criteria can lead to conflict Under such ambiguity it is hard to accurately assign praise good outcomes or blame bad outcomes eg If the New and Improved product fails the sales team might blame marketing team and marketing team might blame design team
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