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MHR Chapter 11.docx

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Human Resources
MHR 405
Robin Church

MHR Chapter 11 Conflict: A process in which one party perceives that his or her interest are being opposed or negatively affected by another party Is conflict good or bad? Negative Consequences of Conflict Positive Consequences of Conflict  Wastes time, energy, resources  Better decisions (tests logic, questions  Less information sharing, productivity assumptions)  More organizational politics  Improves responsiveness to external  More job dissatisfaction, turnover, stress environment  Weakens team cohesion (when conflict is  Increases team cohesion (when conflict outside the team) within team) Constructive conflict: A type of conflict in which people focus their discussion on the issue while maintaining respect for people having other viewpoints Try to understand the logic and assumptions of each position Relationship conflict: Type of conflict in which people focus on which people focus on the characteristic of other individuals, rather than on the issues, as the source of conflict. Try to undermine each other’s worth/competence Accompanied by strong negative emotions (drive to defend) Goal: encourage constructive conflict, minimize relationship conflict Problem: relationship conflict often develops when engaging in constructive conflict Three conditions that minimize relationship conflict during constructive conflict:  Emotional intelligence  Cohesive team  Supportive team norms Figure 11.2 Model of the conflict process Win-Win orientation: The belief that the parties will find a mutually beneficial solution to their disagreement Win-lose orientation: The belief that conflicting parties are drawing from a fixed pie, so the more one party receives, the less the other party will receive Structural Sources of conflict Incompatible Goals:  One party’s goals perceived to interfere with other’s goals  Differentiation values/beliefs Differentiation:  Explains cross cultural and generational conflict Interdependence:  Conflict increases with interdependence  Parties more likely to interfere with each other Scarce Resources:  Motivates competition for the resource Ambiguous Rules:  Creates uncertainty, threatens goals  Without rules, people rely on politics  Increases stereotyping Communication Problems:  Reduces motivation to communicate  Escalates conflict when arrogant Figure 11.3 Interpersonal conflict handling styles Figure 11.5 Types of Third party intervention Organizational Approaches to conflict resolution Emphasize Superordinate Goals Reduce Differentiation Emphasize common objective rather than conflicting Remove sources of different values and sub-goals beliefs (e.g., move employees around to Reduces goal incompatibility and differentiation different jobs) Improve Communication/Understanding Reduce Interdependence Employees understand and appreciate each other’s Dividing shared resources views through communication Combine tasks Relates to contact hypothesis Warning: Apply communication/understanding after Use buffers reducing differentiation Clarify Rules and Procedures Increase Resources Clarify resource distribution Duplicate resources Change interdependence Superordinate goal: A broad goal that all parties to a dispute value and agree is important Third party conflict resolution: Any attempt by a relatively neutral person to help conflicting parties resolve their differences Negotiation: The process whereby two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence. Figure 11.6 bargaining zone models of negotiations Best alternative to a negotiated agreement (BATNA): The best outcome you might achieve through some other course of action if you abandon the
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