Organizational Communication- Chapter 9, Conflict Management

Conflict Styles: Avoidance:
don’t address issues. Show little concern for self or others
Conflict Styles: Accommodating:
high concern for others, low concern for self
Conflict Styles: Competition:
Argue with the other person and try to get your way. High for self, low for others
Conflict Styles: Compromise:
No one is privileged, both tend to lose
Conflict Styles: Collaboration:
Both win, most productive and time consuming. Try to think of a solution that benefits both parties
Since Collaboration is so time consuming It should not be used when
you don’ t have a lot of time. It requires lots of patience and communication skills
Destructive conflict behaviors: Gunnysacking:
taking all ways they bug you and unload it all at once
Destructive conflict behaviors: Button pushing:
knowing what annoys them and doing it
Destructive conflict behaviors: Defensiveness:
not listening to what they are saying in order to defend your face
Destructive conflict behaviors: Mind-reading:
finish their sentences. Stop listening and assuming what they’re going to say
Destructive conflict behaviors: Coalitions:
most likely to create defensiveness. Getting people on your side
Principled Negotiation Steps:
* Separate people from the problem (don’t make it personal)
* Focus on shared interest
*Generate creative options
* Use objective criteria
Influential Factors:
* Personality plays a small role in conflict resolution strategies
# aggressiveness, introversion, or need for control

* Findings about gender contradict our stereotypical expectation
# men are more likely to use competitive strategies
# women are prone to accommodate or compromise

* The way an individual frames a conflict will influence the manner in which the conflict is managed.

* Framing is the most important of these three

How Conflict Management Would be Considered: Classical:
Breakdown of communication. Conflict is viewed as a distraction from organizational efficiency
How Conflict Management Would be Considered: Human Relations:
Conflict is viewed negatively, as evidence by faulty relationships among members. Conflicting parties are encouraged to avoid conflicts or compromise
How Conflict Management Would be Considered: Human Resources:
Conflict is viewed as a possible means for growth and development. Conflicting parties are encouraged to collaborate
How Conflict Management Would be Considered: Systems:
Conflict is viewed as cycles of activities that can escalate and de- escalate. Possibility for conflict varies with the interdependencies created through networking
How Conflict Management Would be Considered: Cultural:
Conflict stems from and can be revealed through differential metaphors and value systems. Organizational cultures vary in terms of level of conflict
How Conflict Management Would be Considered: Critical:
Superficial organizational conflicts reflect deeper imbalances of power based on class structure, economics, or gender and are revealed and sustained through organizational discourse