1. Interpersonal Conflict
Chapter 7
Interpersonal Conflict

2. Interpersonal Conflict
Interpersonal conflict refers to the manifestation of incompatibility, disagreement, or difference between two or more interacting individuals.

3. The Prisoner’s Dilemma
Cooperation is usually analyzed in game theory by means of a non-zero-sum game called the "Prisoner's Dilemma“.
A frequently used example is the Prisoner’s Dilemma (PD) game.
A scenario where cooperation and trust wins and blind pursuit of self-interest loses.

4. Example of Prisoner’s Dilemma
Suppose two individuals, A and B, have been arrested on the suspicion that they have committed a serious crime.
Although they are guilty, there is not enough evidence for conviction of the serious crime.
The accused are separated and not allowed to communicate with each other.
The district attorney wants them to confess to the crime that they have committed.

5. Payoff Matrix

6. Explanation of the Matrix
If both A and B confess, they will be convicted of serious offense, but their sentence will be reduced from 10 to 6 years.
If A does not confess, but B confesses, A will get a maximum sentence of 10 years, and B will get the minimum sentence of 4 years.
If A confesses, but B does not confess, A will get a reduced sentence of 4 years, and B will get the maximum sentence of 10 years.
If both A and B do not confess, they can be convicted only for the lesser offense and sentenced for 2 years.

7. A Model of Conflict

8. A Model of Conflict
Antecedent conditions:- Sources of conflict namely process, demographics and structural.
Behavioral Changes:- Conflict may affect the behavior of parties toward each other.
Structure Formation:- As the conflict intensifies, the parties may restrict free communication and interaction.

9. Decision Process:- When decision cant be reached incase of win-lose conflict a mediator or arbitrator may be selected by the parties. In the case of superior–subordinate conflict, the decision is often made by the superior. In the case of conflict between two managers, the superior of the two parties is often called upon to make a decision to resolve the conflict. Conflict Aftermath:- Usually the resolution of conflict leaves a legacy which will affect the future relations of the parties and their attitudes toward each other. A problem-solving approach for the management of conflict may lead to greater commitment to the agreement reached between parties.

10. Consequences of Interpersonal Conflict
Integrating Style:- Increase in organizational commitment, performance outcomes, job outcomes and interpersonal outcomes.
Compromising Style:- Positively associated with
interpersonal outcomes.
Dominating style:- Negatively associated with interpersonal outcomes and job satisfaction.
Avoiding style:- Negatively associated with interpersonal outcomes.
Obliging style:- Negatively associated with interpersonal outcomes.

11. Sources of Interpersonal Conflict
Personality
Bases of Power
Organizational climate
Referent-role

12. Personality:-
Extroverts are more likely to strive for integrative style of handling conflict.
Feelers handle conflict through compromising and obliging styles.
Thinkers handle conflict through dominating and integrating styles.
Bases of Power:-
Coercive power increases conflict and is positively related with dominating style.
Non coercive power decreases conflict and is positively associated with obliging and integrating style.

13. Organizational climate:-
An organization’s culture refers to the shared assumptions, attitudes, values, beliefs, expectations, and norms. The effect of culture on conflict influences the long-term growth and adaptability of the organizations.
Referent-role:-
The managers are primarily obliging in dealing with their superiors, integrating with subordinates, and compromising with peers. Back-up (unusual) styles are only used when the primary styles fail.

14. Managing Interpersonal Conflict
The management of interpersonal conflict essentially involves teaching organizational members the styles of handling interpersonal conflict to deal with different situations effectively.
Diagnosis:-
The diagnosis of interpersonal conflict can be performed by such methods as self-reports, observation, and interviews.

15. Measurement:-
1. The styles of handling interpersonal conflict used by the organizational members to deal with different situations.
2. Factors that affect the styles of handling conflict.
3.Effectiveness of the individual members of an organization.

16. Analysis:-
The styles of handling interpersonal conflict utilized by the members of various units, departments, or divisions and whether they deviated from the national norms significantly.
Whether organizational members are using appropriate behavioral styles to deal with different situations effectively.
Relationships of the styles to situations and individual effectiveness.

17. Intervention Structural
The intervention strategies for the management of interpersonal conflict are:
Process
Structural

18. Process
The objective of a process intervention is to help the organizational members to enhance their integrating style of handling conflict by changing their attitudes and behavior. A transactional analysis training may be useful for them. Transactional Analysis:- A transactional analysis intervention can enable the members of an organization to improve their communication skills and consequently the styles of handling conflict with superiors, subordinates, and peers.

19. Aspects of Transactional Analysis
The three aspects of transactional analysis are: 1) Structural Analysis 2) Transactional Analysis Proper 3) Life Positions

20. 1) Structural Analysis
Structural analysis is the study of ego states. Human beings interact with each other in terms of three psychological states which are: a) Parent ego state: It reflects the attitudes, values, and behavior of authority figures, especially parents. b) Adult ego state: It represents the rational part of personality. c) Child ego state: It reflects the experiences and conditions of early childhood.

21. 2) Transactional Analysis Proper
The basic unit of communication is called a transaction. Transactions may be classified as: a) Complementary Transaction b) Uncomplementary Transaction c) Ulterior Transaction

22. a) Complementary Transaction:- Complementary transaction occurs when they are parallel; that is, a message sent from one ego state receives an expected response from the appropriate ego state of the other party.

23. b) Uncomplementary Transaction:- It occurs when a message from one ego state receives a response from a different ego state than intended. This happens when stimulus and response cross on the P–A–C transaction diagram.

24. c) Ulterior Transaction:- It occurs when the overt stimulus indicates a transaction at one level but the underlying intent of it may place the transaction at another level.

25. 3) Life Positions:- If an individual is communicating primarily from one ego state, it can correspond to one of these four positions:

26. Structural a) Appeal to Authority b) Use of Ombudsmen
The two structural arrangements that are necessary to deal with conflicts between two parties when they fail to resolve their disagreements are:
a) Appeal to Authority
b) Use of Ombudsmen

27. a) Appeal to Authority
Organizations allow members to appeal to a common superior if two or more members, at the same organizational level, fail to resolve their disagreements.
The common supervisor can make a decision that will be binding on the two parties involved in conflict, and the supervisor has the right to enforce her or his decisions.
This system can work effectively if the supervisor is respected by the conflicting individuals, understands the complexity of the problems, and is able to make a good decision.

28. b) The Use of Ombudsmen
An ombudsman is a mediator who ensures fair and just application of the rules and procedures of an organization for the management of conflict between two or more parties.
Ombudsmen can only make recommendations.
Two types of corporate ombudsmen:
Helping
Fact-finding