1. COMM 4170-01: Applied Organizational Communication Instructor: Dan Lair Day Twenty One: Conflict November 7, 2005

2. Today’s Agenda Quiz on DeWine, Chapter 14 Discussion of DeWine, Ch. 14 Group Activity: Difficult Behavior in Teams Diagnosing Organizational Conflict

3. Discussion, DeWine Chapter 14

4. Group Activity: Difficult Behavior In Teams Your company has for several years talked about initiating an employee-published newsletter. Two years ago, this type of communication medium was close to being established, but the idea was dropped during a period of downsizing. It was generally believed that the management did not see the newsletter as a priority. Some employees who had supported the idea have since left, and others have lost interest. You have been invited to a meeting to give input that will be used to design a new company newsletter. You will be asked to discuss what you believe should make up the content and style of the newsletter. At issue, too, is editorial control over the newsletter.

5. Difficult Behavior in Teams: Problematic Personalities The Silent Type: May be simply quiet by nature and or may not want to be part of the success. The Monopolizer: Full of ideas, usually the first and most frequent to speak, this person’s confidence can intimidate or unduly influence others. May tend to repeat points. The Intimidator: Forcefully spoken, judgmental, has strong opinions; to this person the answer is obvious; often critical of others; tends not to listen. The “Nice Guy”: Always wants to please everyone; agreeable, hesitant to take a position, waffles. The Unhappy Camper: Negative, looks for faults with the process and/or others’ ideas.

6. Diagnosing Organizational Conflict (adapted from Yarbrough and Wilmot, 1995) 3 key assumptions about organizational conflict: – Conflict is inevitable – Conflict can be productive – Conflict is based on communication patterns, not personalities 2 dimensions of organizational conflict: – Process Elements – Organizational Elements

7. Diagnosing Organizational Conflict: Process Elements How is the conflict expressed? – Overt expressions – Covert expressions How are the parties interdependent? What are the parties’ goals? – CRiP – “Three Times Rule”

8. Diagnosing Organizational Conflict: Organizational Element Organizational Culture: What are the norms for dealing with conflict? Third-Party Representation: Are other parties involved? Leadership: Are there good/bad examples of conflict management? Reward Structures: Do rewards match behaviors? Conflict Management Procedures: How are individuals required to handle conflict? External Environment: What economic and/or cultural context is the organization located in?

9. Diagnosing Organizational Conflict: Tips for Assessment Doing Interviews Don’t assign fault Explore perceptions Criticism-Opposite Rule Look for Interests Subtle Intervention: Reframe! Doing Observation Focus on observable behavior Look for patterns Look for “blips” Trust your feelings Follow up hunches Secondary sources