Functional and dysfunctional conflicts

Functional and Dysfunctional Conflicts

S. Ebi PearlinMA.HRM(1st year)

Topics to be covered

1. What id Conflict.?

2. Difference between the traditional, human relations, and interactionist views of conflict.

3. The conflict iceberg

4. Functional vs. Dysfunctional Conflict

5. Contrast task, relationship, and process conflict.

6. Outline of the conflict process.

7. 5 stages in the Conflict process

8. Conflict management techniques

Conflict

Conflict Defined– Is a process that begins when one party

perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.o Is that point in an ongoing activity when an

interaction “crosses over” to become an interparty conflict.

– Encompasses a wide range of conflicts that people experience in organizations

o Incompatibility of goalso Differences over interpretations of factso Disagreements based on behavioral expectations

Transitions in Conflict Thought

Causes:• Poor

communication• Lack of openness• Failure to respond

to employee needs

Traditional View of Conflict

The belief that all conflict is harmful and must be avoided.

Transitions in Conflict Thought (cont’d)

Human Relations View of Conflict

The belief that conflict is a natural and inevitable outcome in any group.

Interactionist View of Conflict

The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.

The Conflict Iceberg

Functional versus Dysfunctional Conflict

Functional Conflict

Conflict that supports the goals of the group and improves its performance.

Dysfunctional Conflict

Conflict that hinders group performance.

Functional vs. Dysfunctional Conflict

• Functional Conflict serves organization’s interests

• Is commonly referred to as constructive or cooperative conflict

• Dysfunctional Conflict threatens organization’s interests

• Wastes the organization’s resources and is counterproductive

Functional or Dysfunctional is determined by whether the organization’s interests are served

Types of ConflictTask Conflict

Conflicts over content and goals of the work.

Relationship Conflict

Conflict based on interpersonal relationships.

Process Conflict

Conflict over how work gets done.

The Conflict Process

Stage I: Potential Opposition or Incompatibility

• Communication– Semantic difficulties, misunderstandings, and

“noise”• Structure

– Size and specialization of jobs– Jurisdictional clarity/ambiguity– Member/goal incompatibility– Leadership styles (close or participative)– Reward systems (win-lose)– Dependence/interdependence of groups

• Personal Variables– Differing individual value systems– Personality types

Stage II: Cognition and Personalization

Positive FeelingsPositive FeelingsNegative EmotionsNegative Emotions

Conflict DefinitionConflict Definition

Perceived ConflictAwareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.

Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.

Stage III: Intentions

Cooperativeness:• Attempting to satisfy the other party’s concerns.

Assertiveness:• Attempting to satisfy one’s own concerns.

Intentions

Decisions to act in a given way.

Dimensions of Conflict-Handling Intentions

Stage III: Intentions (cont’d)

Competing

A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict.Collaborating

A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.

Avoiding

The desire to withdraw from or suppress a conflict.

Accommodating

The willingness of one party in a conflict to place the opponent’s interests above his or her own.

Compromising

A situation in which each party to a conflict is willing to give up something.

Stage IV: Behavior

Conflict Management

The use of resolution and stimulation techniques to achieve the desired level of conflict.

Conflict-Intensity Continuum

Stage V: Outcomes• Functional Outcomes from Conflict

o Increased group performance

o Improved quality of decisions

o Stimulation of creativity and innovation

o Encouragement of interest and curiosity

o Provision of a medium for problem-solving

o Creation of an environment for self-evaluation and change

• Creating Functional Conflict

o Reward dissent and punish conflict avoiders.

• Dysfunctional Outcomes from Conflict

o Development of discontent

o Reduced group effectiveness

o Retarded communication

o Reduced group cohesiveness

o Infighting among group members overcomes group goals

Types of Conflict

• Personality Conflict – Given the many possible combinations of

personality traits, it is clear why personality conflicts are inevitable

– A personality conflict is an interpersonal opposition based on personal dislike, disagreement, and/or different styles

• Intergroup Conflict– Conflict among work groups, teams and

departments is a common threat to organizational competitiveness

– Intergroup cohesiveness – a “we feeling” binding group members together – can be a good or bad thing (smooth running team or result in groupthink which limits critical thinking)

Minimizing Intergroup Conflict

• Conflict within the group is high

• There are negative interactions between groups

• Influential third-party gossip about other group is negative

• Work to eliminate specific negative interactions between groups

• Conduct team building to reduce intragroup conflict and prepare employees for cross-functional teamwork

• Encourage personal friendships and good working relationships across groups and departments

• Foster positive attitudes toward members of other groups

• Avoid or neutralize negative gossip across groups or departments

Recommended actions:Level of perceivedintergroup conflict

tendsto increase when:

Managing Conflict

• Stimulating Functional Conflict – Devil’s Advocacy– The Dialectic Method

• 5 Alternative Styles for Handling Dysfunctional Conflict– Integrating (Problem Solving), Obliging

(Smoothing), Dominating (Forcing), Avoiding and Compromising

• Third-Party Interventions– Conflict Triangles– Alternative Dispute Resolution

Stimulating Functional Conflict: Devil’s Advocacy

1) A proposed course of action is generated

2) A devil’s advocate is assigned to critique the proposal

3) The critique is presented to key decision makers

4) Any additional information relevant to the issues is gathered

5) The decision to adopt, modify, or discontinue the proposed course of action is taken

6) The decision is monitored

Stimulating Functional Conflict: The Dialectic Method

1) A proposed course of action is generated

2) Assumptions underlying the proposal are identified

3) A conflicting counterproposal is generated based on different assumptions

4) Advocates of each position present and debate merits of their proposals before key decision makers

5) The decision to adopt, either position or some other position is taken

6) The decision is monitored

5 Alternative Styles for Handling Dysfunctional Conflict

Integrating Obliging

Dominating Avoiding

Compromising

High Low

High

Low

Con

cern

for

Oth

ers

Concern for Self

1. Integrating (Problem Solving)– Is appropriate for complex issues plagued by

misunderstanding– Is inappropriate for resolving conflicts rooted in

opposing value systems– Its primary strength is its longer lasting impact because

it deals with the underlying problem rather than merely with symptoms

– However, it is very time consuming


2. Obliging (Smoothing)– Involves playing down differences while emphasizing

commonalities– May be appropriate when it is possible to eventually get

something in return– Is inappropriate for complex or worsening problems– Its primary strength is that it encourages cooperation– However, it’s a temporary fix that fails to confront the

underlying problem

3. Dominating (Forcing)– Shows a high concern for self and low concern for others– Encourages “I win, you lose” tactics– Is appropriate when an unpopular solution must be

implemented, the issue is minor or a deadline is near– Is inappropriate in an open and participative climate– Its primary strength is speed– However, it often breeds resentment


5. Compromising– A give-and-take approach involving moderate concern

for both self &others– Is appropriate when parties have opposite goals or

possess equal power– Is inappropriate when overuse would lead to

inconclusive or delayed action – Its primary strength is that the democratic process has

no losers– However, it only provides a temporary fix that can stifle

creative problem solving


4. Avoiding– May involve either passive withdrawal from the problem

or active suppression of the issue– Is appropriate for trivial issues or when the costs of

confrontation outweigh the benefits of resolving the conflict

– Is inappropriate for difficult and worsening problems– Its primary strength is that it buys time in ambiguous

situations– However, it only provides a temporary fix that sidesteps

the underlying problem

Third-Party Interventions

• Conflict Triangles– When two people are having a problem and

instead of addressing the problem, one of them gets a third party involved

• Alternative Dispute Resolution (ADR) – Avoiding costly lawsuits by resolving

conflicts informally or through mediation or arbitration

Alternative Dispute Resolutions

Facilitation– A third party, usually a manager, informally urges

disputing parties to deal direction with each other in a positive manner

Conciliation– A neutral third party informally acts as a

communication conduit between disputing parties

Peer review– A panel of trustworthy co-workers hears both sides

of a dispute in an informal and confidential meeting

Alternative Dispute Resolutions

Ombudsman– Someone who works for the

organization, and is widely respected, hears grievances on a confidential basis and attempts to arrange a solution

Mediation– A trained, third-party neutral

actively guides the disputing parties in exploring a solution; the mediator does not render a decision

Arbitration– A trained, third-party neutral, makes

a decision regarding the dispute

Education

Functional and dysfunctional conflicts