Conflict Management Processes

three I’s of conflict

incompatible goals (can involve a plethora of issues in org setting, can disrupt org procedures), interdependence (only when the behaviors of the organizational members are interdependent that conflict arises), and interaction (conflict involves the expression of incompatibility, not the mere existence).

levels of organizational conflict

interpersonal level of conflict (most research, lvl at which individual members of org perceive goal incompatibility)

intergroup conflict (considers aggregates of people within an org as parties in conflict, can become complicated when members of a single group hold varying views)

interorganizational conflict (disputes between two or more orgs, this conflict can involve competition in marketplace, can be between organizations who are working together, and that lvl of conflict emphasizes the role of “boundary spanners” (individuals on edges of orgs who have significant interorganizational contact))

latent conflict

involves a situation in which the conditions are ripe for conflict because interdependence and possible incompatibility exist between the parties

perceived conflict

occurs when one or more of the parties believes that incompatibilities and interdependence exist. it is possible to have latent conflict without perceived conflict.

felt conflict

parties begin to personalize perceived conflict by focusing on the conflict issue and planning conflict management strategies.

the parties begin to formulate strategies about how to deal with the conflict and consider outcomes that would and would not be acceptable.

manifest confict

conflict is enacted thru communication. interaction might involve cycles of escalation and de-escalation as various strategies are used

conflict aftermath

conflict episode has both short-term and long-term effects on the individuals, their relationship, and the organization. even after a conflict is settled, it can change the nature of the individuals, their relationship, and their functioning within the organization.

avoidance

decision to not talk with someone about the problem because you know the issue will not be easy to resolve. shows little concern for either your own needs or the others, and is rarely effective

accommodating

volunteer to make the other person happy, does nothing to satisfy your own needs

competition

pit your will against the others, insisting your opinion or belief is better. might get you what you want, but the others needs will be sacrificed in the process.

compromise

a compromise of both peoples opinions. mid level concern for others and concern for yourself, could not satisfy both peoples needs 100%

collaboration

reaching a solution that benefits both of you, by working together it shows high concern for self and high concern for others.

criticisms of conflict styles approach

conflict styles treats the individual communicator as the sole benchmark for conceptualizing conflict and for determining how it will develop. the approach relies too narrowly on two-dimensional theoretical models that may not be internally congruent, exhaustive, or representative of conflict-handling modes in organizations. approach limits communication to verbal behaviors, especially those that are rational and uncomplicated, mutually exclusive across diff styles. approach treats org as being in the distant background rather than center of conflict activity

dissent

occurs when an employee has a disagreement with the organization or supervisor and chooses to voice that disagreement thru dissent.

bargaining

bargaining constitutes a unique form of conflict management that participants negotiate mutually shared rules and then cooperate within these rules to gain a competitive advantage over their opponent.

integrative bargaining

conflicting parties are trying to maximize gains for both parties. the bargainers discuss issues that could lead to a more creative solution for problem. outcomes for integrative bargaining are often solutions that allow both parties to benefit and communication tends to be marked by open disclosure, careful listening, and multiple communication channels.

distributive bargaining

two conflicting parties are working to maximize their own gains and minimize their own losses. the bargaining centers on limited resources that must be divided in the negotiation. because bargainers are working with a “fixed pot”, the only possible outcomes are win-lose solutions or compromises.

mediation

parties in mediation are working together to develop a viable solution to the conflict at hand. variety of tactics that mediators can use to facilitate communication in mediation. includes directive tactics (mediator initiates recommendations) nondirective tactics (mediator attempts to secure info and clarify misunderstandings) procedural tactics (mediator establishes an agenda and protocol for conflict resolution) and reflexive tactics (mediator regulates tone of interaction by “developing rapport with participants using humor and speaking the language of each side”)

conflict frames

identity frames - refers to how stakeholders describe their own roles in the conflict

characterization frames - involves how disputants see the other parties in the conflict

in intractable conflicts, these frames often involve polarized and stereotyped categories for understanding others.

disputants use conflict management frames to consider ways in which the conflict has been managed in the past or might be managed in the future.

intractable conflict

intractable conflicts are messy. they are hard to pin down, manage, and analyze, and extremely difficult to resolve. they are intense, frustrating, and complex, with no readily conceivable solution.

conflict as a gendered practice

negotiation is gendered in that the qualities of effective bargainers are linked to masculinity. those attributes typically labeled as feminine are less valued.