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Lesson#32
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CONFLICT IN TEAM
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CONFLICT IN TEAM
Conflict in Team: The process in which one party perceives that its
interests are being opposed or
negatively affected by another party.
o Perceived by the parties
o Parties are in opposition to one
another
o At least one party is blocking the
goal attainment of the other party
o Goals can be tangible or
psychological
o Money
o Task Achievement
o Happiness
There are several common themes which underlie most definitions:
o The parties to it must perceive
conflict.
o Commonalties in the definitions are
opposition or incompatibility and some form of
interaction.
We define conflict as “a process that begins when one party perceives that
another party has negatively
affected, or is about to negatively affects, something that the first party
cares about.”
o This describes that point when an
interaction “crosses over” to become an inter-party
conflict.
o It encompasses the wide range of
conflicts that people experience in organizations.
Sources of Conflict:
o Goal Incompatibility
o Different Values and Beliefs
o Task Interdependence
o Scarce Resources
o Ambiguity
o Communication Problems
o Perceived personal threats
o Perceived threat to the organization
o Personal, social, cultural
differences
o Others...
The three major sources of interpersonal and inter group conflict are
differentiation, task relationships,
and scarcity of resources.
Differentiation:
o Differentiation in an
organization occurs when people and tasks are grouped or split up into
functions and divisions to produce goods and services.
o The splitting process produces
conflict because it makes the differences in functional
orientations and status inconsistencies apparent.
o Differences in Functional
Orientations.
o Different functions commonly develop
different orientations toward the
Organization’s major priorities.
o Their views of what needs to be done
to increase organizational
performance differ because their tasks, jobs, and goals differ.
o Different views of priorities
develop.
o These differences can lead to
conflict that can do considerable harm to the
organization’s cohesiveness and functional integration performance is reduced.
o Status Inconsistencies:
o Over time, some functions or
divisions come to see themselves as more vital
than others to an organization’s operations and believe that they have higher
status or greater prestige in the organization.
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o High-status functions make little
attempt to adapt their behaviors to the needs
of other functions, thereby causing conflict.
Task Relationships:
o Task relationships generate
conflict between people and groups because organizational
tasks are interrelated and affect one another.
o Overlapping Authority. If two
different functions or divisions claim authority for the
same task, conflict may develop.
o Task Interdependence.
o The development of goods and services
depends on the flow of work from
one function to another; each function builds on the contributions of other
functions.
o If one function does not do its job
well, the ability of the function next in
line to perform is compromised, and the outcome is likely to be conflict.
o As task interdependence increases
from pooled, to sequential, to reciprocal
interdependence, the potential for conflict among functions or divisions is
greater.
o Incompatible Evaluation Systems.
o Inequitable performance evaluation
systems that reward some functions
but not others sometimes create conflict.
o Complex task relationships increase
this form of conflict.
Scarcity of Resources:
o Competition for scarce resources
produces conflict.
o Budget fights can be fierce when
resources are scarce.
Communication:
o Communication as a source of
conflict represents those opposing forces that arise
from semantic difficulties, misunderstandings, and “noise” in the communication
channels.
o Differing word connotations, jargon,
insufficient exchange of information, and
noise in the communication channel are all barriers to communication and
potential
antecedents to conflict.
o Semantic difficulties are a result of
differences in training, selective perception,
and inadequate information.
o The potential for conflict increases
when either too little or too much
communication takes place.
o The channel chosen for communicating
can have an influence on stimulating
opposition.
Different Values and Beliefs:
o Include individual value systems
and personality characteristics. Certain
personality types lead to potential conflict.
o Most important is differing value
systems. Value differences are the best
explanation for differences of opinion on various matters.
Types of Conflict:
o Emotional – is personal,
defensive, and resentful. Also known a A-type or affective.
o Cognitive - is largely
depersonalized, it consists of argumentation about the merits of
ideas, plans, and projects. Known as C-type. Often an effective stimulate to
creativity.
We can have a different type of conflict classification with reference to
organizational setup.
o Task conflict: Conflict over
content and goals of the work. Low to moderate levels can be
acceptable
o Relationship conflict:
Conflict based on interpersonal relationships. Almost always
dysfunctional
o Process conflict: Conflict
over how work gets done. Low levels can be acceptable
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We can also have relationship conflict (A-type conflict) and task
conflict (C-type conflict). We need to
put efforts for transforming relationship into task conflict. This can be done
through.
o Agree on common goal or shared vision
o Create a place for conflict and get
it out in the open
o Training in task conflict
We can also have conflicts known as;
Intrapersonal:
o A person having tension or stress
within…
o Often due to over competing roles
Interpersonal:
o Between 2 or more people,
o Disagreement, values or styles don’t
match
o Miscommunication occurs
Intra-group:
o Arises within one group
Inter-group:
o Arises between groups over
issues/goals/solutions
The Conflict Process:
Four Stages
o Potential opposition
o Cognition and personalization
o Behavior
o Outcomes
Stage I: Potential Opposition or Incompatibility
o Communication
o Communication as a source of
conflict represents those opposing forces that arise
from semantic difficulties, misunderstandings, and “noise” in the communication
channels.
o Differing word connotations, jargon,
insufficient exchange of information, and
noise in the communication channel are all barriers to communication and
potential
antecedents to conflict.
o Semantic difficulties are a result of
differences in training, selective perception,
and inadequate information.
o The potential for conflict increases
when either too little or too much
communication takes place.
o The channel chosen for communicating
can have an influence on stimulating
opposition.
o Structure
o The term structure includes
variables such as size, degree of specialization,
jurisdictional clarity, member-goal compatibility, leadership styles, reward
systems, and the degree of dependence.
o Size and specialization act as forces
to stimulate conflict. The larger the group and
more specialized its activities, the greater the likelihood of conflict.
o The potential for conflict is
greatest where group members are younger and
turnover is high.
o The greater the ambiguity in
responsibility for actions lies, the greater the potential
for conflict.
o The diversity of goals among groups
is a major source of conflict.
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o A close style of leadership increases
conflict potential.
o Too much reliance on participation
may also stimulate conflict.
o Reward systems, too, are found to
create conflict when one member’s gain is at
another’s expense.
o Finally, if a group is dependent on
another group, opposing forces are stimulated.
o Personal Variables
o Include individual value systems
and personality characteristics. Certain
personality types lead to potential conflict.
o Most important is differing value
systems. Value differences are the best
explanation for differences of opinion on various matters.
Stage II: Cognition and Personalization
o Antecedent conditions lead to
conflict only when the parties are affected by and
aware of it.
o Conflict is personalized when it is
felt and when individuals become emotionally
involved.
o This stage is where conflict issues
tend to be defined and this definition delineates
the possible settlements.
o Second, emotions play a major role in
shaping perceptions.
o Negative emotions produce
oversimplification of issues, reductions in
trust, and negative interpretations of the other party’s behavior.
o Positive feelings increase the
tendency to see potential relationships
among the elements of a problem, to take a broader view of the situation,
and to develop more innovative solutions.
Stage III: Behavior
o Stage IV is where conflicts
become visible. The behavior stage includes the statements, actions,
and reactions made by the conflicting parties. These conflict behaviors are
usually overt attempts to
implement each party’s intentions.
o Stage IV is a dynamic process of
interaction; conflicts exist somewhere along a continuum
o At the lower part of the continuum,
conflicts are characterized by subtle, indirect, and highly
controlled forms of tension.
o Conflict intensities escalate as they
move upward along the continuum until they become highly
destructive.
o Functional conflicts are typically
confined to the lower range of the continuum.
Stage IV: Outcomes
Introduction
o Outcomes may be
functional—improving group performance, or dysfunctional in
hindering it.
Functional Outcomes
o How might conflict act as a force
to increase group performance?
o Conflict is constructive when it:
o Improves the quality of decisions.
o Stimulates creativity and innovation.
o Encourages interest and curiosity.
o Provides the medium through which
problems can be aired and tensions
released.
o Fosters an environment of
self-evaluation and change.
o The evidence suggests that conflict
can improve the quality of decision making.
o Conflict is an antidote for
groupthink.
o Conflict challenges the status quo,
furthers the creation of new ideas,
promotes reassessment of group goals and activities, and increases the
probability that the group will respond to change.
o Research studies in diverse settings
confirm the functionality of conflict.
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_ The comparison of six major
decisions made during the
administration of four different U.S. presidents found that conflict
reduced the chance of groupthink.
_ When groups analyzed decisions
that had been made by the
individual members of that group, the average improvement
among the high-conflict groups was 73 percent greater than was
that of those groups characterized by low-conflict conditions.
o Increasing cultural diversity of the
workforce should provide benefits to
organizations.
_ Heterogeneity among group and
organization members can
increase creativity, improve the quality of decisions, and facilitate
change by enhancing member flexibility.
_ The ethnically diverse groups
produced more effective and more
feasible ideas and higher quality, unique ideas than those produced
by the all-Anglo group.
o Similarly, studies of professional
systems analysts and research and development
scientists support the constructive value of conflict.
o An investigation of 22 teams of
systems analysts found that the more incompatible
groups were likely to be more productive.
o Research and development scientists
have been found to be most productive where
there is a certain amount of intellectual conflict.
Dysfunctional Outcomes
o Uncontrolled opposition breeds
discontent, which acts to dissolve common ties and
eventually leads to the destruction of the group.
o Undesirable consequences:
_ A retarding of communication
_ Reductions in group
cohesiveness
_ Subordination of group goals
to the primacy of infighting between
members
o Conflict can bring group functioning
to a halt and potentially threaten the group’s
survival.
o The demise of an organization as a
result of too much conflict is not as unusual as
it might first appear.
Creating Functional Conflict
o If managers accept the
interactionist view toward conflict, they encourage
functional conflict.
o Creating functional conflict is a
tough job, particularly in large American
corporations.
o A high proportion of people who get
to the top are conflict avoiders.
o At least seven out of ten people in
American business hush up when their opinions
are at odds with those of their superiors, allowing bosses to make mistakes even
when they know better.
o Such anti-conflict cultures are not
tolerable in today’s fiercely competitive global
economy.
o This process frequently results in
decisions and alternatives that previously had not
been considered.
o One common ingredient in
organizations that successfully create functional
conflict is that they reward dissent and punish conflict avoiders.
o The real challenge for managers is
when they hear news that they do not want to
hear.
People Factors That Affect the Development of the Conflict:
o Needs and wants
o Self-concept
o Past experience
o Health
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Other Factors That Affect the Development of the Conflict:
o Management culture
o Stage of development of the
organization
o Organizational structures
o State of business
o Weather
Consequences of Conflict
Is Conflict Bad? There are Different Views:
Traditional View
o Conflict is bad
o Same as violence, destruction,
irrationality
Human Relations View
o People work together, conflict is
inevitable.
o It’s going to happen, so cope with
it!
Interactionist View
o Functional conflict is good for
business and even encouraged
o Functional vs. dysfunctional conflict
o Functional conflict – that supports
and improves the performance of a group.
o Dysfunctional conflict – destructive
forms of conflict that disrupt a group’s performance.
Is Conflict Good or Bad?
o Functions of Conflict
o Synergy
o Promotion of change
o Promotes goal achievement
o Dysfunctions of Conflict
o Wasted time & energy
o Stress
o Detracts from the goal of the group
Organizational Conflict Outcomes
o Dysfunctional outcomes
o Diverts energy and resources
o Encourages organizational politics
o Encourages stereotyping
o Weakens knowledge management
o Potential benefits
o Improves decision making
o Strengthens team dynamics
Conflict Resolution Techniques:
Positive Consequences Negative Consequences
Leads to new ideas Diverts energy from work
Stimulates creativity Threatens psychological well-being
Motivates change Wastes resources
Promotes organizational vitality Creates a negative climate
Helps individuals & groups establish identities Breaks down group cohesion
Serves as a safety valve to indicate problems Can increase hostility &
aggressive
behaviors
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o Avoiding
o Withholding or withdrawing
o Smoothing over/reassuring
o Accommodating
o Forcing
o Competing
o Compromising
o Confronting
o Collaborating
o Bargaining/negotiating
o Problem-solving
Three Styles of Resolving Conflict:
Win-Lose: strategies used are power, dominance, forcing.
Lose-Lose: common strategy used is compromise.
Win-Win: strategies used are integration, collaboration, and
problem-solving.
Characteristics of High Performing Teams:
o Common Purpose
o Crystal Clear Roles
o Accepted Leadership
o Effective Processes
o Solid Relationships
o Effective Communication
Strategies to Enhance Cooperation and Minimize Competition
o Build team identity
o Build Trust and Share Information
o Ask Questions
o Appeal to Norms of Justice
• Equity
• Equality
• Need
o Fairness-Based Arguments
• Simple
• Clear
• Justifiable
• Popular
• General
Steps to Resolve Conflict:
o Identify the Problem—separate
it from the people involved—use cause and effect analysis
o Gather and Analyze Data—fact-based
management
o Clarify the Interests of Parties—as
opposed to the positions of parties
o Determine Objective Criteria to
Evaluate Fairness of Outcomes—boundary conditions
o Identify New and Creative Options—to
resolve the conflict
o Choose an Option—using team
decision-making tools.
The 3-Cs and 3-Rs of Conflict Resolution areo
Commitment
o Cooperation
o Compromise
o Respect
o Rights
o Responsibility
Learn Cooperation from the Animals:
We can observe from animfal behavior the cooperation, dedication, teamwork
and concept of leadership.
I have dedicated the last lecture of our course on this very important aspect.
That is learning from
nature. |
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