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Chapter 9

COMM 292: Chapter 9

3 Pages
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Department
Commerce
Course Code
COMM 292
Professor
Angela Kelleher

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COMM 292: Organizational Behaviour Chapter 9 Conflict Demand  A process that begins when one part perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about o From incompatible goals, differences over interpretations, disagreements, etc. Functional vs. Dysfunctional Conflict:  Functional conflict: conflict that supports the goals of the group and improves its performance  Dysfunctional conflict: conflict that hinders group performance  Cognitive conflict: conflict that is task-oriented and related to differences in perspectives and judgments  Affective conflict: conflict that is emotional and aimed at a person rather than an issue Sources of Conflict:  There are a number of conditions that can give rise to conflict o They don't have to be directly related to conflict Communication:  Conflict through semantic difficulties, misunderstandings, and noise in communication channels  Conflict increases with either too much or too little communication Structure:  Conflict related to the requirements of the job or the workplace more than personality  Size, specialization, and composition of the group act as forces to stimulate conflict  The greater the ambiguity in precisely defining where responsibility for actions lies, the greater the potential for conflict to emerge  Reward systems create conflict when one member's gain is at another's expense  Leadership style can create conflict if managers tightly control and oversee the work of employees, allowing employees little discretion in how they carry out tasks  The diversity of goals among groups is a major source of conflict  If one group is dependent on another, or if interdependence allows one group to gain at another's expense, opposing forces are stimulated Personal Variables:  There may be personal variables that you are not in agreement with that creates conflict o Includes the individual value system, and personality characteristics Conflict Resolution Conflict Management Strategies:  Forcing: imposing one's will on the other party  Problem solving: trying to reach an agreement that satisfies both one's own and the other party's aspirations as much as possible COMM 292: Organizational Behaviour  Avoiding: ignoring or minimizing the importance of the issues creating the conflict  Yielding: accepting and incorporating the will of the other party  Compromising: balancing concern for oneself with concern for the other part in order to reach a solution What Can Individuals Do to Manage Conflict:  Problem solving: request face-to-face meeting to identify the problem and resolve it  Developing overarching goals: creating a shared goal that requires both parties to work together  Smoothing: play down differences while emphasizing common interest with the other party  Compromising: agreeing with the other part that each will give up something  Avoidance: withdrawing from or suppressing the conflict Resolving Personality Conflicts:  A variety of factors lead to personality conflicts o Misunderstanding based on age, race, or cultural di
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