MGT 3080 Chapter Notes - Chapter 6: Assertiveness, Gamesmanship
Diagnosing Conflict and Choosing Conflict Management Approaches
Interpersonal conflict is a process that occurs when one person, group, or organizational
subunit frustrates the goal attainment of another.
Functional Conflict
Supports the values and goals of the organization and improves its performance
Leads to creative resolution of issues
Dysfunctional Conflict
Hinders group or organizational performance
Damages collaboration and prevents the group from utilizing the talents of its
members
RULES FOR EFFECTIVE CONFLICT
Deal with conflict sooner rather than later
Focus on problems and issues not people
Work with more information
Focus on facts not assumptions or opinions
Develop multiple alternatives or possible solutions
Share agreed-upon values and goals
Inject humor into the decision process
Maintain a balanced power structure that respects the views of all parties
Resolve issues without forcing consensus
CONFLICT FOCUS
People-focused:
Confrontations in which emotions are fueled by moral indignation
Invalidating, disconfirming communications leading to resentment and long-term
disruption of the relationship
Cosues alost 20% of a aager’s tie
Issue-focused:
Negotiations in which participants agree how to allocate scarce resources
Separates the problem or issue from the person and focuses on problem-solving
4 SOURCES OF INTERPERSONAL CONFLICT
Personal Differences:
Conflicts stemming from differences in personal values, attitudes and needs
People high in disagreeableness or neuroticism are more likely to engage
in conflicts and to react poorly when conflict occurs
Personal prejudice and stereotyping
Informational Deficiencies:
Conflicts evolve from misinformation and misunderstanding
Ambiguity of responsibility with respect to tasks
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Document Summary
Interpersonal conflict is a process that occurs when one person, group, or organizational subunit frustrates the goal attainment of another. Supports the values and goals of the organization and improves its performance. Damages collaboration and prevents the group from utilizing the talents of its members. Deal with conflict sooner rather than later. Focus on problems and issues not people. Focus on facts not assumptions or opinions. Maintain a balanced power structure that respects the views of all parties. Confrontations in which emotions are fueled by moral indignation. Invalidating, disconfirming communications leading to resentment and long-term disruption of the relationship. Co(cid:374)su(cid:373)es al(cid:373)ost 20% of a (cid:373)a(cid:374)ager"s ti(cid:373)e. Negotiations in which participants agree how to allocate scarce resources. Separates the problem or issue from the person and focuses on problem-solving. Conflicts stemming from differences in personal values, attitudes and needs. People high in disagreeableness or neuroticism are more likely to engage in conflicts and to react poorly when conflict occurs.
