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Conflict and Change

Amason, 1996 Bolman & Deal, 2003 De Dreu & Van de Vliert (Eds.), 1997 DiPaola, 2003 Hoy & Miskel, 2005. Conflict and Change. Overview. Introductory activities: constructive vs. destructive conflict (De Dreu & Van de Vliert (Eds.), 1997; DiPaola, 2003)

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Conflict and Change

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  1. Amason, 1996 Bolman & Deal, 2003 De Dreu & Van de Vliert (Eds.), 1997 DiPaola, 2003 Hoy & Miskel, 2005 Conflict and Change

  2. Overview • Introductory activities: constructive vs. destructive conflict (De Dreu & Van de Vliert (Eds.), 1997; DiPaola, 2003) • Conflict in 4 organizational frames (Bolman & Deal, 2003) • Conflict-management styles (Hoy & Miskel, 2005) • Strategic use of conflict: conflict-stimulation and escalation (De Dreu & Van de Vliert (Eds.), 1997) • Conclusion: An integrative model (Amason, 1996) • Closure: An ethical question

  3. Objective: Explore the relationship between leadership, change, and conflict • Leadership • Change • Conflict

  4. Is conflict intrinsically bad? …hence something to be avoided and extinguished? When and when not (if ever)?

  5. Change & Conflict Progressive reform is desirable/demanded, so change is certain (esp. in face of rapidly evolving world) • Change inevitably evokes resistance, spawns anxiety, and kindles conflict • Conflict generates discomfort; normal reaction is to prevent, avoid, or extinguish Conclusion: If we want progressive reform/change, we must confront and embrace conflict, and put it to good use (Analogy: Students experience learning as “frustration” …a symptom of BOTH obstruction AND progress …growing pains) DiPaola, 2003

  6. Think of an occasion on which you experienced conflict in a “negative” way. Jot down a few words or phrases that characterize your experience. (to be shared) Conflict as negative…

  7. Conflict as positive… Think of an occasion on which you experienced conflict in a “positive” way. Jot down a few words or phrases that characterize your experience. (to be shared)

  8. Constructive vs. Destructive Conflict De Dreu & Van de Vliert (Eds.), 1997; DiPaola, 2003 Destructive • Work to diminish • Affective • Dysfunctional, personalized • Pathology, debilitating • Grounds for digging in and distancing oneself from others/ideas • Crippling competition that stymies open-mindedness, creativity, and good decisions For progressive change, goal is to encourage cognitive conflict, yet temper affective conflict. Seek to put conflict to constructive use.  Aim not for conflict resolution, but conflict management. Constructive • Strive to generate • Cognitive • Functional, task-related • Healthy, productive • Opportunity for problem-solving & fertile debate, hence insight & growth • Fruitful competition as a creative force (Dewey/democracy …echoes of Malthus?)

  9. Organizational Frames

  10. Structural Frame

  11. Political Frame: Conflict and power as an important asset (Bolman & Deal, 2003)

  12. Human Resource Frame

  13. Symbolic Frame

  14. How do you instinctively, intuitively respond to conflict or confrontation? As a leader, how SHOULD you? Leadership challenge:

  15. Conflict-Management Style (Hoy & Miskel, 2005)

  16. Collaborating • Competing Conflict Management Styles • Compromising Uncooperative Cooperative • Avoiding • Accommodating Assertive Unassertive (Hoy & Miskel, 2005, pg. 232)

  17. When to use……….

  18. Continued…

  19. Deliberate Provocation & Escalation of Conflict?! …putting conflict to strategic use De Dreu & Van de Vliert (Eds.), 1997 • Short-term Costs of Conflict: • Induces cognitive and affective stress • Can erode morale, trust, cooperation, and productivity • Can generate misunderstanding • Consumes time and energy • Potential Long-term Benefits: • Roots out and tackles problems that otherwise could fester and worsen • Challenges status quo (dangerous in a fast-changing world) • INTERgroup competition can enhance INTRAgroup cooperation, breed team unity, inspire productivity, and diminish free-riding • Conflict WITHIN groups can elevate quality of decision-making, stimulate creativity & innovation, and integrate diverse ideas …idea is to DELAY premature consensus …division & differentiation prior to integration

  20. (benefits cont’d…) • Ultimately generates an authentic consensus (vs. mere compliance or consent), born of common understanding …increases acceptance of decisions, hence commitment to actually seeing them into reality • Reaping full dividends from diversity, minority dissent, devil’s advocacy, and divergent thinking …encourages ALL to abandon passive conformism: cultivates personal identity yet diminishes egocentricity • “Learning to fight fairly” (ground rules for civil, constructive dispute) • Optimal level of tension • Interventions & “Entry Points”: • Range from soft tactics like amplification of preexisting discord/issues, to active provocation of contentious behavior & dissent • Staging open debate, bringing in 3rd party instigator, prompting vocal minority dissent and devil’s advocacy, appearing to take/switch sides, and even sanctioning combative behavior and coalition-forming

  21. Optimal level of conflict • “Playing with fire”??? • Dynamic balancing of escalation & de-escalation of conflict (e.g., alternate) • Situational: know when to incite debate, and when to defuse and resolve • Separate actions from goals …agree on the latter, clash on the former PERFORMANCE / PROGRESS Low High CONFLICT “The problem with maintaining and promoting cognitive conflict is that cognitive debates easily evoke affective issues” (De Dreu, p. 17)

  22. Organizational Conflict Conflict Amason, 1996

  23. How can you encourage cognitive conflict while tempering affective conflict? If they tend to be positively correlated, how to decouple? Leadership challenge:

  24. Consistent and Contradictory Effects of Cognitive and Affective Conflict on Decision Quality, Commitment, Understanding, and Affective Acceptance Cognitive Conflict Decision Quality Team Cognitive Capabilities Commitment to Decisions Organizational Performance Strategic Decision Making Understanding of Decisions Team Interaction Processes Affective Conflict Affective Acceptance Amason, 1996

  25. Is there a MORAL dilemma here? Is there an ETHICAL concern with the deliberate subjecting of workers to the short-term stress and strain of conflict in order to pursue long-term interest? (segue way to next week?) Final thought question:

  26. References Amason, A. C. (1996, February). Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams. The Academy of Management Journal, 39(1), 123-148. Bolman, G., & Deal, E. T. (2003). Reframing organizations: Artistry, choice, and leadership (3rd ed.). San Francisco: Jossey-Bass Publishers. De Dreu, C., & Van de Vliert, E. (Eds.). (1997). Using conflict in organizations. London: Sage Publications. (Chapters by: C. K. W. De Dreu, D. Tjosvold, M. E. Turner & A. R. Pratkanis, C. K. W. De Dreu & N. K. De Vries, K. A. Jehn, A. C. Amason & D. M. Schweiger, G. Bornstein & I. Erev, and E. Van de Vliert) DiPaola, M. (2003) Conflict and change: daily challenges for school leaders. In N. M. Bennett, M. Crawford, & M. Cartwright (Eds.), Effective educational leadership. London: Paul Chapman Publishing. Hoy, W. K., & Miskel, C. G. (2004). Educational administration: Theory, research, and practice (7th ed.). New York: McGraw Hill.

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