New Comer Socialization and Experiences of Sexual Harassments Case Study

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Ch. 10
Communication
and Conflict
It is the incompatible goals
(NOT the intensity of the emotions)
that defines conflict
What is Conflict?
Conflict Definition
• Conflict must include: • Two people or parties that interact • Interdependent relationship
• Perceive other party interferes with goal achievement Organizational Communication: A Life-Span Perspective Ed. 1 Michael W. Kramer & Ryan S. Bisel Oxford University Press
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Organizational conflict research has focused on: • Content of conflict • Visibility of conflict • Conflict Styles • Managing Conflict
Studying Organizational Conflict
Task Conflict: Different opinions on how to address
problems, decisions, or goals
Relational Conflict: Issues that hinder the ability to
maintain positive personal relationships
Process Conflict: Issues of time management,
scheduling, and contribution to the group effort
Content of Conflict
Levels of Conflict • Intrapersonal conflict • Intrarole conflict • Role overload Organizational Communication: A Life-Span Perspective Ed. 1 Michael W. Kramer & Ryan S. Bisel Oxford University Press
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Levels of Conflict • Interpersonal conflict • Interpersonal role conflict • Intersender role conflict • Role ambiguity Organizational Communication: A Life-Span Perspective Ed. 1 Michael W. Kramer & Ryan S. Bisel Oxford University Press
Levels of Conflict • Intergroup conflict • Disputes about budget, personnel allotments, and space allocation Organizational Communication: A Life-Span Perspective Ed. 1 Michael W. Kramer & Ryan S. Bisel Oxford University Press
Levels of Conflict • Inter-organizational conflict • Competition over supplies, personnel, and customers Organizational Communication: A Life-Span Perspective Ed. 1 Michael W. Kramer & Ryan S. Bisel Oxford University Press
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Organizational conflict research has focused on: • Content of conflict • Visibility of conflict • Conflict Styles • Managing Conflict
Studying Organizational Conflict
Latent Conflict • The potential for conflict • Certain situations can create latent conflict • Not everyone may be aware • Awareness  Stress about the conflict
Visibility of Conflict
Manifest Conflict • When the conflict becomes public/visible • Public communication ranges from calm statements of
disagreement to heated arguments • Typically noticed by other observers – they decide how to
interact with the conflict
Visibility of Conflict
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Dysfunctional Conflict • Negative effects
• Tension
• Emotional strain
• Harmed emotional well-being
• Lowered productivity Organizational Communication: A Life-Span Perspective Ed. 1 Michael W. Kramer & Ryan S. Bisel Oxford University Press
Functional Conflict • Positive effects
• Learning to manage conflict increases maturity
• Innovation
• Progress
• Productivity
• Prevents stagnation
• Fosters internal cohesiveness Organizational Communication: A Life-Span Perspective Ed. 1 Michael W. Kramer & Ryan S. Bisel Oxford University Press Organizational conflict research has focused on: • Content of conflict • Visibility of conflict • Conflict Styles • Managing Conflict
Studying Organizational Conflict
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What’s Your Conflict Management
Style?
A. Competing – Win/lose power struggle – Assertive and aggressive – Not cooperative – Willing to confront those who disagree with them – Advantages?
– Beneficial In emergencies
– Distinct “winner” Conflict Styles
B. Accommodating – Wants to maintain harmony – Little regard for how the task is completed
or one’s own personal preferences – Communicates acceptance of others’
opinions – Often appear to be people pleasers
Conflict Styles
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C. Avoiding
– Maintains neutrality – Little regard for task and relationships
– Withdraws from the situation
– Delays addressing the conflict so they don’t have to
discuss it
Conflict Styles
D. Compromising
– Minimally acceptable to all – Communicates a willingness to split
differences in a give-and-take manner that
allows everyone (including themselves) to
get something they wanted
– BUT no one likely gets everything they
wanted
Conflict Styles
E. Collaborating – High concern for accomplishing the task
and maintaining positive relationships
– Communicate a need to look for
creative solutions that meet everyone’s
needs and interests
– Can involve challenging and timeconsuming efforts
Conflict Styles
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Each statement below provides a strategy for dealing with a conflict. Rate each statement on a scale of 1 to 4 indicating how
likely you are to use this strategy. 1 = Rarely – 2 = Sometimes – 3 = Often – 4 = Always 1. I explore issues with others so as to find solutions that meet everyone’s needs. 2. I try to negotiate and adopt a give-and-take approach to problem situations. 3. I try to meet the expectations of others. 4. I would argue my case and insist on the merits of my point of view. 5. When there is a disagreement, I gather as much information as I can and keep the lines of communication open. 6. When I find myself in an argument, I usually say very little and try to leave as soon as possible. 7. I try to see conflicts from both sides. What do I need? What does the other person Need? What are the issues involved? 8. I prefer to compromise when solving problems and just move on. 9. I find conflicts challenging and exhilarating; I enjoy the battle of wits that usually follows. 10. Being at odds with other people makes me feel uncomfortable and anxious. 11. I try to accommodate the wishes of my friends and family. 12. I can figure out what needs to be done and I am usually right. 13. To break deadlocks, I would meet people halfway. 14. I may not get what I want but it’s a small price to pay for keeping the peace. 15. I avoid hard feelings by keeping my disagreements with others to myself.
Collaborating: 1, 5, 7 _______
Competing: 4, 9, 12 _______
Avoiding: 6, 10, 15 _______
Accommodating: 3, 11, 14 _______
Compromising: 2, 8, 13 _______
Discussion
• Get into groups of 2-3. • Discuss these questions: • Was your highest score surprising?
• Write down a workplace conflict for each of the conflict
styles and explain why that conflict would be managed
best by the style you select. • Turn in your paper at the end of class.
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Organizational comm. conflict research has focused on: • Content of conflict • Visibility of conflict • Conflict Styles • Managing Conflict
Studying Organizational Conflict
Conflict Resolution = Involves bargaining or negotiating as
different parties attempt to resolves the conflict in ways that
satisfy them
Managing Conflict and Bargaining
Cooperative strategies that work to bring the parties
together and reach mutually satisfying resolutions • Focusing on problem solving
• Requesting and sharing information
• Making concessions
• Exhibiting positive emotion to build relationships
• Persuasive arguments using facts, examples, etc.
Managing Conflict: Integrative Strategies
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Competitive strategies that focus on gaining an
advantage and achieving personal goals at the expense
of the other parties • Withholding information
• Delaying
• Dominating
• Making threats or demands
• Maintaining emotional distance or acting irritated and tense
Managing Conflict: Distributive Strategies
1. Competitive bargaining when proposals or demands are significantly
higher or lower than any expected outcome in an attempt to gain additional benefits 2. Attack the opponent’s network by threatening to influence their
position in their organizational negatively by harming reputations 3. Making false promises knowing they will not likely be kept 4. Misrepresenting your own or your opponent’s information to gain
advantage 5. Inappropriate information gathering by secretively finding out
information about your opponent’s position
Managing Conflict: Unethical Strategies
Managing Conflict
through Third Parties Organizational Communication: A Life-Span Perspective Ed. 1 Michael W. Kramer & Ryan S. Bisel Oxford University Press
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Third-Party Resolution
• Mediator • Facilitates discussion
• No stake in outcome
• Arbitrator • Holds decision-making power • Ombudsperson
• Free from hierarchical oversight Organizational Communication: A Life-Span Perspective Ed. 1 Michael W. Kramer & Ryan S. Bisel Oxford University Press
Communication and
Conflict with Abusive
Coworkers Organizational Communication: A Life-Span Perspective Ed. 1 Michael W. Kramer & Ryan S. Bisel Oxford University Press Workplace Bullying
• Intensity
• Severity of bullying acts
• Repetition
• Frequency of bullying
• Duration
• Power disparity
• Target feels unable to stop or prevent continuation of bullying Organizational Communication: A Life-Span Perspective Ed. 1 Michael W. Kramer & Ryan S. Bisel Oxford University Press
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Workplace Bullying
• Types of of behaviors
• General physical aggression
• Self-confidence attacks
• Manipulation of the workplace
• Ostracizing or isolating
• Threats Organizational Communication: A Life-Span Perspective Ed. 1 Michael W. Kramer & Ryan S. Bisel Oxford University Press
Sexual Harassment • Clearly defined
• Quid pro quo (this for that) • Use of graphic, crude language
• Displaying pornographic pictures or videos
• Ambiguous
• What does “crossing the line” mean? Organizational Communication: A Life-Span Perspective Ed. 1 Michael W. Kramer & Ryan S. Bisel Oxford University Press