Mod 3: Coping with conflict and

stressPg 165 – 198Chapter 8 in

textbook

8.1 Definition of Conflict (page 165)

Conflict involves intrapersonal or interpersonal confrontations, caused by the simultaneous arousal

of incompatible motives or needs, that lead to a temporary or permanent disruption of normal

functioning.

8.2 Modern view of conflict in working

situations• Traditional view: avoid the working

environment• Interactive view: conflict is a natural, inevitable

part of human behaviour – it should be properly controlled and managed.

• If well-managed then it conflict can be beneficial and essential if an organisation is to function effectively.

• Manager: must maintain minimum levels of conflict – he has to monitor, analyse and control existing levels of conflict continuously.

8.2 Proper management and control of conflict:

• Distinguish between functional (constructive) and disfunctional (destructive) conflict

• Take stock of the pro’s (potential benefits) and the con’s (potential costs or disadvantages) of conflict

• Instituting procedures which would maximise the potential benefits of conflict and minimise its costs.

8.3 Functional and Disfunctional Conflict

(p.166)Functional Conflict Disfunctional conflict

• Mild levels of conflict which are constructive in nature

• Usually lead to healthier personal relationships, improved performance and positive organisa-tional results

• Non-functional conflict• Involves ever

increasing levels of conflict

• Is destructive in nature• Usually lead to

deteriorating interpersonal relationships, poor performance and negative organisational results

8.4 Types of Conflict p.166

1. Intrapersonal conflict2. Interpersonal conflict3. Conflict within groups4. Intergroup confict5. Conflict between

management and staff6. Interorganisational

conflict7. Community or

societal conflict

8.4 Types of conflict8.4.1 Intrapersonal

• Conflict within an individual

• Caused by boredom, frustration or anxiety when faced with certain tasks or decisions.

• Degree of intrapersonal conflict day to day

8.4 Types of conflict8.4.2 Interpersonal

Interpersonal conflict requires:

• Interactions in which two or more individuals attempt to satisfy mutually incompatible needs.

• Opposing or conflicting needs.

• State of tension due to opposing or conflicting patters of behaviour.

• Opposing interests• Recognition of

conflicting interests from parties

• Belief that other party has harmed or intends to harm its interests

• Ongoing interaction• Direct actions by one

or both sides that harm interest of other side

8.4 Types of conflict8.4.3 Conflict within

groups

• Individuals within the same group often experience conflict

• Causes: different views regarding the causes of a problem

• Can be more personal, leave taken at the same time.

8.4 Types of conflict8.4.4 Intergroup

conflict

• Varying degrees of conflict between different groups

• Healthy competition between groups

• Less healthy conflict – annual race for increase in office space

8.4 Types of conflict8.4.5 Conflict

between management and staff

• “Them vs. us” syndrome

• Different perceptions regarding functions of management and staff

• Some see management having “a soft job”

• Appreciation shown to staff can be lacking

8.4 Types of conflict8.4.6

Interorganisational conflict

• Conflict between members of competing organisations

• Examples: Cellular cellphone networks, car manufacturers, Television networks

8.4 Types of conflict8.4.7 Community or societal conflict

• Political, social, economical and religious differences can give rise to conflict

8.5 Causes of conflict p.168

1. Training and development

2. Poor communication3. Working conditions4. Intercultural differences5. Different goals and

values6. Conflicting personalities7. Poor self-image

8.6 Results of conflict p.171

Potential benefitsPotential negative

results• Conflict situations serve to

expose problems• Lead to healthy self-

criticism• Lead to creativity,

discovery of latent talents and abilities,

• Facilitate innovation and change

• Increase loyalty, motivation and performance within groups

• Cause physical, mental stress and fatigue

• Leads to defensive behaviour

• Wastes time & energy• Lead to delayed & poor

decisions• Creates deadlocks• Disrups comm and

willingness to listen• Negative influence on

external image of org.

8.7 Coping with conflict p.172

1. General guidelines for coping with interpersonal conflict

2. Avoidance or withdrawal3. Accommodation4. Subordination5. Compromise (or agreement)6. Cooperation and problem solving (cooperational

problem solving)7. Mediation8. Arbitration

8.7.1 General guidelines for coping

with conflict• Focus on problem, not on person or party• Focus on facts. Be specific. Avoid vague accusations.• Be objective. Control emotions. Be cautious not to

be influenced by other’s emotions.• Show interest in opposing party’s views – be a good

listener, be patient. Allow time for other person to express his views.

• Respect opposing party’s dignity and pride.

8.7 Coping with conflict

8.7.2 Avoidance or withdrawal• Involves a process where problem is deliberately

ignored “procrastination” or an attitude of “let the problem go away”

8.7.3 Accommodation• Interpersonal behaviour for the sake of

harmonious relationships rather than one’s own benefit.

8.7.4 Subordination• Suppressing differences because they have a

more important common goal to achieve – or more important enemy to face.

8.7 Coping with conflict

8.7.5 Compromise (agreement)• Partly satisfying requirements of each of parties

concerned. Temporary settlement of conflict.8.7.6 Cooperation and problem solving• Attempt to find a true solution beneficial to all

parties. All work together to find the best solution by offering advice, listening to solutions. A common goal is set before cooperational problem solving.

8.7.7 Mediation• Asking an outside party to assist both conflicting

sides in reaching an agreement.

8.7 Coping with conflict

8.7.7 Arbitration• When normal negotiations have failed to solve

conflict, conflicting parties may agree to submit their dispute to an external, impartial arbitrator, who will then formulate a settlement.

• Binding arbitration – all parties involved must accept the arbitrator’s decision

• Voluntary arbitration – either party is free to reject or accept the proposed settlement

• To get to a lasting agreement, it is essential arbitrator should be acceptable to both parties.

8.8 Formal mechanisms for solving conflict

1. Grievance procedureo Reasons why a grievance procedure is essential

2. Disciplinary actiono Principles underlying the disciplinary code

3. Essential requirements for a disciplinary codeo Requirements that has to be met

8.8.1 Grievance Procedure p.174

1. Reasons why it is essential:• 1st level supervisors do

not have the interpersonal skill or authority to settle all complaints and dissatisfactions.

• Existence reduces likelihood of unauthorised action by supervisors

• Formal procedure draws attention of higher management to see problems and needs of employees – and irregular or unfair aspects in policy

• Serves as an outlet for employees’ frustration and can improve staff morale.

8.8.2 Disciplinary action p.175

Principles underlying the disciplinary code:• Recognises management’s right to take

appropriate steps against any employee whose conduct is detrimental to the interests of the company.

• Recognises an employee’s right to a fair hearing and to appeal against any disciplinary measure which he regards as unjust.

• Emphasis is on prevention, justice and rehabilitation. Disciplinary procedures should only be instituted if an employee makes no effort to improve his behaviour.

8.8.3 Essential requirements for the

disciplinary codeA disciplinary system should meet the following requirements:• A definite and clearly stated disciplinary policy and

procedure should exist• Rules of the organisation must be clearly

communicated to employees before they can be held accountable.

• Set rules and standards should be reasonable• Employee is presumed innocent until proven guilty• Disciplinary steps must be fair and consistent• Disciplinary steps should involve progressively severe

penalties.• The offending employee has the right to counsel, and

the right to appeal.

8.10 Coping with stress p.180

1. Definition:Stress is the physiological, psychological and behavioural response of an individual in his attempts to adjust to internal and/or external pressures or demands.

8.10.2 The relationship between

conflict & stress2. Relationship between conflict and stressRemember the definition of conflict?Intra- and interpersonal confrontations caused by simultaneous arousal of incompatible motives or needs, results in a disruption of normal functioning.Conflict represents internal or external pressures to which the individual has to adjust.Conflict therefore can cause the individual to experience stress. Should the response be negative, then it can lead to even a greater experience of stress.The conflict-stress cycle can become vicious …

8.10.3 Different types of stress (Eustress)

p.181• Seen as a positive force, it stimulates the

individual into finding life challenging and exciting. “The right amount and kind of stress makes you come alive” – it makes you perform at your best.

• Can lead to: improved job-related performance, greater creativity and motivation, can lead to a more satisfying career.

• It is essential, a positive aspect in any one’s life. • Can lead towards achieving your goals.

8.10.3 Different types of stress (Distress)

p.181• Negative force, accomplished by feelings of

trauma and an inability to cope.• Characterised: feelings of exhaustion, anxiety,

tension, sense of being rushed.• Victims show: physiological irregularities like

heart palpitations and excessive perspiration.• Job situation: inability to concentrate, poor

judgement, loss of emotional control, increased conflict.

8.10.4 Stressors p.181

Stressor: any factor on condition which causes stress:• Emotional (worry, fear, frustration, conflict, guilt,

grief• Physiological (injury to the body, illness or

exhaustion• Physical (time pressure, work load, criteria of

performance)Three interrelated categories of stressors:• Frustrations (obstacles, frustrations, personal

limitations)• Conflicts (confrontations, incompatible needs)• Pressures (to achieve certain goals or to behave in a

particular manner) – External or internal

8.10.4 Severity of stressp.182

Severity of stress is determined (measured) by the degree to which it disrupts functioning. This depends on:• The characteristics of the stressor• The particular individual’s resources and the

available supporting human and material resources• The relationship between the two factors above

8.10.5 Physiology of stress p.182

Stress is the human body’s attempts to restore an imbalance caused by a stressor of some kindThe body reacts in different stages:• The alarm (or warning) stage (fight or flight)

o See page 183 for physiological changes

• The resistance stage (enters into here when stress is experienced by some time)

• The exhaustion (“burn-out”) stage (stress is overwhelming and victim is unable to cope).

Also see page 183 for other

symptoms

8.10.6 Negative physical,

emotional & behavioural effects of

stress p.184• Interrelated emotional, behavioural and physical

effects of stress on the human being• Know the definitions of the various neuroses• See page 185 for behavioural and physical

effects• Emotional (temporary) effects

o Transitory (temporary) effectso More damaging, persistent effects of neuroses

• Anxiety• Depression• Hysteria• Obsessions

8.10.7 Common reasons for stress p.1851. Personal living conditions2. Working environment

1. Poor physical working conditions2. Job overload3. Job underload4. Role in the organisation5. Relationship at work6. Organisational structure and climate7. Career prospects8. Family relationship

3. Economical, political and social stressors4. The personality of the individual

8.10.7.4 Personality of the individual p.188-189

Type A personality Type B personality• Self-assertive, aggressive,

hostile “ready to pick a fight”• Impatient• Workaholic• Involved in multiple projects• Take on excessive responsibility• Extremely competitive• Critical of others• Impatient listener• Explosive speaker (fast)• Make quick, impulsive decisions

• Placid and calm, no hostility towards others

• Patient and hardy• Relatively relaxed, easy-

going• Neither competitive nor

achievement-oriented or over-ambitious

• Reflects thoroughly before making decisions

• Copes well with stress• Adapts well to changing

environmental needs

8.10.8 Coping with stress p.190

1. General guidelines for coping with stress• Improve your decision-making skills• Improve your self-image and think positively• Follow a healthy diet; get enough exercise and

sleep• Develop relaxation techniques• Establish a reliable support system• Be assertive

8.10.8 Coping with stress p.193

2. Guidelines for coping with interpersonal conflict and stress in the working environment

• Take constructive action to solve problems• Attach the cause, not merely the symptoms• Broaden your scope• Compromise• Practise diplomatic confrontation• Admit your mistake• Practice empathy• Try to bring humour into the situation• Practice restraint