Chapter 9 Managing Conflict in Groups Defining conflict

Chapter 9 Managing Conflict in Groups Defining conflict l Two interdependent parties capable of invoking sanctions oppose each other l One party believes that the other has and will use real or perceived power to keep it from reaching its goal Copyright c 2006 Oxford University Press 1

Characteristics of Conflict l l Exists because both parties cannot obtain both outcomes simultaneously A process that occurs over time • Conflict episodes connected to one another • Conflict aftermath Can create positive outcomes An emotionally-driven process Copyright c 2006 Oxford University Press 2

Thinking About Conflict Where does conflict begin? l Conflict in the present presumes conflict in the future l Interactions in the past help you realize that you’re in a conflict in the present Copyright c 2006 Oxford University Press 3

Questions About Conflict l l Is conflict always disruptive? • Can motivate members to be engaged in the group Is conflict inherent? • Naturally occurs in most group tasks • Differences in members skills, interests, and values • Polarizing is a natural way of ordering and defining reality • Members experience ambivalence about the group Copyright c 2006 Oxford University Press 4

Types and Sources of Conflict l Affective conflict l Substantive conflict l Competitive conflict l Cooperative conflict l Cognitive conflict l Procedural conflict l Normative conflict Copyright c 2006 Oxford University Press 5

Diversity and Conflict l Gender diversity • Majority members are more influenced by gender diversity when the context emphasizes the number of men and women in a group l Cultural diversity • Ethnocentric bias • Cultures vary on how they view conflict Copyright c 2006 Oxford University Press 6

Power Influence resulting from social interactions or the possession of or access to resources l Reward power l Coercive power l Legitimate power l Reference power l Expert power l Informational power more Copyright c 2006 Oxford University Press 7

Power l l All but coercive power are essential to group process A member can have little power OR power in many areas To be effective, the power must be essential to the functioning of the group Power emerges through interaction Copyright c 2006 Oxford University Press 8

Power and Conflict l Those with power communicate differently • Talk more • Respond to questions more • Issues more challenges • Introduce more new topics l More likely to set the agenda for the group, and that can cause conflict Copyright c 2006 Oxford University Press 9

Conflict Between Groups l l Interdependence between groups causes conflict Each group frames the other group as the competitor In-group Out-group Copyright c 2006 Oxford University Press 10

Conflict Management Strategies Based on whose concerns you want to satisfy l Collaborating l Competing l Accommodating l Avoiding l Compromising Copyright c 2006 Oxford University Press 11

Collaborating l l l Most effective Win-win outcome satisfying both sets of concerns Integrative strategy Incompatible goals replaced with superordinate goal Takes time and energy Copyright c 2006 Oxford University Press 12

Competing l Emphasizes your concerns over others l Characterized by assertiveness and by being uncooperative l Distributive strategy • You win-they lose • You’re right; they’re wrong Copyright c 2006 Oxford University Press 13

Accommodating l Emphasizes others’ concerns over yours l Characterized by being cooperative and unassertive l Distributive strategy • They win-you lose • They’re right; you’re wrong Copyright c 2006 Oxford University Press 14

Avoiding l Neither integrative nor distributive l Nonconfrontive l No one’s concerns are satisfied l Characterized by verbally withdrawing l Used to sidestep conflict hoping the conflict will disappear Copyright c 2006 Oxford University Press 15

Compromising Intermediate strategy between cooperativeness and assertiveness l Settles the problem for now l Offers incomplete satisfaction for both parties l Can be okay at first, but compromises tend not to hold l Copyright c 2006 Oxford University Press 16

Which Strategy Do You Select? l You are managing three views of a conflict • Yours • Your belief of the other party’s view • Your evaluation of your relationship with the other party l Typical to enhance your own view while minimizing view of other more Copyright c 2006 Oxford University Press 17

Which Strategy Do You Select? l l l Others evaluate your communication competence by how you manage conflict Situation may require multiple styles Style depends on what you say and how you say it Integrative style usually best for long-term All styles can be effective; all have costs and risks more Copyright c 2006 Oxford University Press 18

Which Strategy Do You Select? Select the strategy based on 1. Level of emotionality in the conflict 2. Importance of the conflict 3. Degree which there are group norms for handling conflict 4. The conflict’s resolution potential Copyright c 2006 Oxford University Press 19