MANA Chapter 13

Functional Conflict

 healthy, constructive disagreement between two or more people

Dysfunctional Conflict

 unhealthy, destructive disagreement between two or more people

Structural Factors vs. Personal Factors

Structural Factors:	Personal Factors:
Specialization	Skills and abilities
Interdependence	Personalities
Common resources	Perceptions
Goal differences	Values and ethics
Authority relationships	Emotions
Status inconsistencies	Communication barriers
Jurisdictional ambiguities	Cultural differences

Intra- and Inter- Forms of Conflict

• Inter-organizational conflict: conflict that occurs between two or more organizations

• Inter-group conflict: conflict that occurs between groups or teams in an organization

• Intra-group conflict: conflict that occurs within groups or teams

• Inter-role conflict: a person’s experience of conflict among the multiple roles in their life

• Intra-role conflict: conflict that occurs within a single role

Mechanisms for Responding to Conflict (knee-jerks)

Defense Mechanisms	Compromise Mechanisms	Withdrawal Mechanisms
Fixation: keeping up something dysfunctional	Compensation: making up for previously negative situations	Flight: flee! Withdrawal: regressing
Displacement: redirecting conflict in a way that is misplaced	Identification: responding to conflict like others have before us	Conversion: emotional conflict manifest in physical symptoms
Negativism: pessimism	Rationalization: justifying our actions by making excuses	Fantasy: daydreaming

Non-Action

doing nothing in hopes that a conflict will disappear

Secrecy

attempting to hide a conflict or issue that has the potential to create conflict

Character Assassination

attempt to label or discredit an opponent

Expanding Resources

get more resources!

Changing Personnel

remove one or both parties

Confronting and Negotiating

distributive or integrative negotiations

Competing

(high assertiveness/low cooperativeness) those who compete are assertive and uncooperative and willing to pressure one’s own concerns at another person’s expense 

Collaborating

(high assertiveness and cooperativeness) attempt to work with others to identify a solution that fully satisfies everyone’s concerns

Compromising

(live in the middle of both) find an expedient, mutually acceptable solution that partially satisfies both parties in the conflict while maintaining some assertiveness and cooperativeness

Avoiding

(low in assertiveness and cooperativeness) conflict tend to be unassertive and uncooperative while diplomatically sidestepping an issue or simply withdrawing from a threatening situation

Accommodating

(low assertiveness/ high cooperativeness) the opposite of competing, there is an element of self-sacrifice when accommodating to satisfy the other person

Distributive Bargaining

a negotiation in which the goals of the parties are in conflict and each party seeks to maximize its resources

Integrative Negotiation

 a negotiation approach in which the parties’ goals are not seen as mutually exclusive, but the docs is on both sides reaching their objectives

The Negotiation Process

• Prepare

• Information exchange and validation

• Bargain

• Conclude

• Execute

Interests

needs, desires, concerns, or fears - things one cares about or want - depends on the individual

Rights

may be formalized by law of contract; may be informal, like socially accepted standards of behavior

Power

the ability to influence another person