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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Top 10 Problems from Too Much Conflict Organisational Behaviour 2

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

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