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Chapter 13


Department
Management (MGH)
Course Code
MGHD27H3
Professor
Joanna Heathcote
Chapter
13

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CHAPTER 13 CONFLICT AND STRESS
WHAT IS CONFLICT?
oINTERPERSONAL CONFLICT The process that occurs when one person, group or
organizational subunit frustrates the goal attainment of another
Involves antagonistic attitudes and behaviours
CAUSES OF ORGANIZATIONAL CONFLICT
oGROUP IDENTIFICATION AND INTERGROUP BIAS Jane Elliot
oINTERDEPENDENCE when individuals or subunits are mutually dependent on each
other to accomplish their own goals, the potential for conflict exists
It necessitates interaction between the parties so that they can coordinate their
interests
Interdependence implies that each party has some power over the other
Not always the case, sometime it can lead to very productive relationships
oDIFFERENCES IN POWER, STATUS AND CULTURE
Power if dependence is not mutual then antagonism might develop
Status Status differences provide little impetus for conflict when people of
lower status are dependent on those of higher status. Sometimes lower rank
people can direct the actions of higher status people and that can cause conflict
Culture When two or more very different cultures develop in a organization,
the clash of beliefs and values can result in overt conflict
oAMBIGUITY
Ambiguous situations, goals, jurisdictions or performance criteria can lead to
conflict
oSCARCE RESOURCES
Power jockeying occurs when there are scarce resources
The first thing that should be done when encountering this problem is to try to
increase the resources so everybody has what they would need
TYPES OF CONFLICT
oRelationship conflict Interpersonal tensions among individuals that have to do with
their relationship per se, not the task at hand
oTask conflict Disagreements about the nature of the work to be done
oProcess conflict Disagreements about how work should be organized and
accomplished
CONFLICT DYNAMICS
oWinning becomes more important than developing a good solution to the problem at
hand
oThe parties begin to conceal information from each other or to pass on distorted
information
oEach side becomes more cohesive, deviants are punished
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oContact with the other side is negatively stereotyped
oOn each side more aggressive people who are skilled at engaging in conflict may emerge
as leaders
MODES OF MANAGING CONFLICT
oAvoiding A conflict management style characterized by low assertiveness of ones own
interests and low cooperation with the other party
If the issue is trivial, opponent is very hostile
oAccommodating A conflict management style in which one cooperates with the other
party while not asserting ones own interests
Effective when you are wrong
oCompeting A conflict management style that maximizes assertiveness and minimizes
cooperation
When you have a lot of power, you are sure of your facts, the situation is truly
win-lose, or you will not have to interact with the other party in the future
oCompromise A conflict management style that combines intermediate levels of
assertiveness and cooperation
Determining rules of exchange between the two parties
Not effective when there is asymmetry in power between the two groups
oCollaborating A conflict management style that maximizes both assertiveness and
cooperation
Good for providing customer service
MANAGING CONFLICT WITH NEGOTIATION
oNegotiation A decision making process among interdependent parties who do not
share identical preferences
oDistributive Negotiation Win-lose negotiation in which a fixed amount of assets is
divided parties
oIntegrative negotiation win-win negotiation that assumes that mutual problem
solving can enlarge the assets to be divided between parties
oDISTRIBUTIVE NEGOTIATION TACTICS
Threats and Promises
Threats consist of implying that you will punish the other party if he or
she does not concede to your position and if there are no future
negotiation
Promises are pledges that concessions will lead to rewards in the future
Threat has merit if one party has power over the other, if it can be posed
in a civilized way
Promises have merit when your side lacks power and anticipates future
negotiations
Firmness versus concessions
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