1. Power and Conflict Dr. Yu Fu Email: yu.fu@heig-vd.ch

2. Organisational Behaviour 2
Learning objectives
Discuss the definitions and nature of conflict
Explore common causes of conflict
Describe conflict escalation and the various outcomes of conflict.
Understand how organisations can manage conflict.
Organisational Behaviour 2

3. Definitions of Conflict
The struggle that arises when the goal-directed behaviour of one person or group blocks the goal-directed behaviour of another person or group.
The process in which one party perceives that its interests are being opposed or negatively affected by another party.
Organisational Behaviour 2

4. Organisational Behaviour 2
The Nature of Conflict
Dysfunctional Conflict
Exists when conflict prevents the achievement of organisational goals.
Complacency and confrontation are both dysfunctional forms of conflict.
It is detrimental to organisational goals and objectives.
Organisational Behaviour 2

5. Organisational Behaviour 2
The Nature of Conflict
Functional Conflict
Exists when disagreement and opposition support the achievement of organisational goals.
It is beneficial to organisational goals and objectives.
Conflict is inevitable given the wide range of goals for the different stakeholders in the organisation.
Organisational Behaviour 2

6. Relationship Conflict
Types of Conflict
Relationship Conflict
Task Conflict
Process Conflict
Organisational Behaviour 2

7. Relationship Conflict
It arises out of personal differences between people, such as differing goals, values, or personalities.
It focuses on interpersonal relationships.
Organisational Behaviour 2

8. Organisational Behaviour 2
Task Conflict
It involves work content, tasks, and goals.
It is related positively to creativity and innovation, but not related to routine task performance.
It is related to increase performance only when all members share the same goals and have high levels of trust.
Organisational Behaviour 2

9. Organisational Behaviour 2
Process Conflict
It arises over responsibilities and how work should be completed.
It relates to how the work gets done.
Organisational Behaviour 2

10. Conflict on task performance
Degree of Conflict
Task Performance
High
Low
Task Conflict
Relationship Conflict
Process Conflict
Levels of conflict can be either too high or too low to be constructive. Either extreme hinders performance. An optimal level is one that prevents stagnation, stimulates creativity, allows tensions to be released, and initiates that seeds of change without being disruptive or preventing coordination of activities.
Organisational Behaviour 2

11. Interpersonal relationships
Effects of conflict
Conflict
Individuals
Behaviour
Interpersonal relationships
Organisational Behaviour 2

12. Effects on Individuals
Anger
Hostility
Frustration
Stress
Guilt
Low job satisfaction
Embarrassment
Organisational Behaviour 2

13. Organisational Behaviour 2
Effects on Behaviour
Reduced motivation and productivity
Avoidance of other party
Threats
Aggression (psychological or physical)
Quitting
Absenteeism
Biased perceptions
Stereotyped thinking
Increased commitment to one’s position
Organisational Behaviour 2

14. Effects on Interpersonal Relationships
Distrust
Misunderstandings
Inability to see others’ perspectives
Questioning of others’ intentions
Changed attitudes towards others
Changed amount of power
Changed quality of communication
Changed amount of communication
Organisational Behaviour 2

15. Functional Consequences
Improved Problem Solving
Enhanced Morale and Cohesion
Facilitation of Change
Potential Benefits of Conflict
Stimulation of Creativity
Spontaneity in Communication
Organisational Behaviour 2

16. Individual Characteristics
Causes of Conflict
Structural Factors
Communication
History
Conflict
Individual Characteristics
Cognitive Factors
Organisational Behaviour 2

17. Organisational Behaviour 2
Causes of Conflict
Structural factors - Increased specialisation; Interdependence among parties; Physical layout; Centralisation versus decentralisation
Communication – Too little or too much
Cognitive factors - Differing expectations;
Perceptions of the other party
Individual characteristics – Personality; Value differences; Goals
History - Past performance; Previous interactions
Conflict within organizations can be caused by many factors, which are frequently interrelated. To manage conflict effectively, managers should understand the causes of conflict and be able to diagnose them. Some of the more common causes are structural factors, communication factors, cognitive factors, individual characteristics, and the history of relations between the parties.
Organisational Behaviour 2

18. Conflict Outcomes High High Win-Lose Win-Win Compromise
Degree of Satisfaction of Party A’s Concern
Lose-Lose
Lose-Win
Five boxes zoom in one mouse click except – Lose-Win (lower right corner) comes in automatically after Win-Lose (upper left corner)
Lose-Lose – neither party gets what was initially desired.
Win-Lose or Lose-Win – only one party’s concerns are satisfied and the other party’s concerns are not.
Compromise – both parties give up something in order to receive something else.
Win-Win – both parties get what they want.
Degree of Satisfaction of Party B’s Concern
Low
High
Organisational Behaviour 2

19. Organisational Behaviour 2
Responses to Conflict
High
Competing
Collaborating
Assertiveness
Compromising
People respond to conflict in different ways. One person may try to win at all costs, whereas another person may try to ensure that both his or her own concerns and those of the other party are met. There are five potential responses to conflict, as well as situations in which each response is appropriate. Each response is described in terms of assertiveness and cooperativeness. Here, assertiveness refers to the extent to which a party tries to satisfy his or her own concerns. Cooperativeness refers to the extent to which a party attempts to satisfy the other party’s concerns.
Competing – An attempt to satisfy personal needs at the expense of the other person. Also called forcing or dominating. Often used in the form of formal authority, physical threats, manipulation, etc. You feel vindicated, but the other party feels defeated. Useful when quick decision action is needed, when an unpopular course of action is needed, when safety or rules are an issue, and when the other party will take advantage of noncompetitive behavior.
Accommodating – Opposite of competing. Satisfies the other party’s concerns while neglecting your own. Emphasis on preserving a friendly relationship at the expense of appraising issues. Can be used when one party believes it is impossible to win. Caution – the other person can take advantage of you.
Avoiding – Neglects the interests of both parties. Sidesteps the conflict or postpones a solution. Can be effective when allowing emotions to cool down or as a means of delaying a decision until effective solutions can be found. Used by managers who are not emotionally able to handle conflict. Problems don’t get resolved.
Compromising – Intermediate response while trying to bring partial satisfaction for both parties. Parties may seek expedient, not effective, solutions. Can result in game playing and encourages requests for more than what is needed. Each party gives up something but gets something in return.
Collaborating - Attempts to fully address the concerns of both parties. Does not seek to assign blame. Solution is satisfactory to both parties. Problem is likely to be resolved.
Avoiding
Accommodating
Low
High
Cooperativeness
Organisational Behaviour 2

20. Organisational Behaviour 2
Sources of Conflict
Different Goals and Time Horizons
Different groups have differing goals and focus.
Overlapping Authority
Two or more managers claim authority for the same activities which leads to conflict between the managers and workers.
Task Interdependencies
One member of a group or a group fails to finish a task that another member or group depends on, causing the waiting worker or group to fall behind.
Different Evaluation or Reward Systems
A group is rewarded for achieving a goal, but another interdependent group is rewarded for achieving a goal that conflicts with the first group.
Scarce Resources
Managers can come into conflict over the allocation of scare resources.
Status Inconsistencies
Some individuals and groups have a higher organizational status than others, leading to conflict with lower status groups.
Organisational Behaviour 2

21. Top 10 Problems from Too Much Conflict
Organisational Behaviour 2

22. Tactics for Enhancing Collaboration
Create integration devices
Use confrontation and negotiation
Schedule intergroup consultation
Practice member rotation
Create shared mission and superordinate goals
Organisational Behaviour 2

23. Organisational Behaviour 2
Group task
Think about your professional and/or leisure experience in relation to power, or organisational politics, or empowerment, or conflict.
Describe the situation, and/or role play.
Organisational Behaviour 2