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Conflict Management in the Workplace Rahim ch. 6, 7, 8

Conflict Management in the Workplace Rahim ch. 6, 7, 8. Jennifer J. Robertson 09/21/2013. Learning Outcomes. Articulate Rahim’s (2011) theoretical model of organizational conflict.

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Conflict Management in the Workplace Rahim ch. 6, 7, 8

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  1. Conflict Management in the WorkplaceRahim ch. 6, 7, 8 Jennifer J. Robertson 09/21/2013

  2. Learning Outcomes • Articulate Rahim’s (2011) theoretical model of organizational conflict. • Define the concepts, sources of conflict, and management strategies of interpersonal, intragroup, and intergroup conflict. • Describe how culture can contribute to conflict within the organization. • Evaluate a case study and apply the correct conflict management strategies.

  3. Categories of Organizational Conflict • Intrapersonal • Interpersonal • Intragroup • Intergroup

  4. Definitions CONFLICT: Conflict is defined as an interactive process manifested in incompatibility, disagreement, or dissonance within or between social entities (Rahim, 2011). ORGANIZATIONAL LEARNING: Involves knowledge acquisition, knowledge distribution, information interpretation, and organizational memorization. It is a process of detection (cognitive) and correction (behavioral) of error (Argyris & Schön, 1996). CONFLICT MANAGEMENT: Involves designing effective strategies to minimize the dysfunctions of conflict and enhancing the constructive functions of conflict in order to improve learning and effectiveness in an organization (Rahim, 2011).

  5. Rahim’s (2011) Theoretical Model of Organizational Conflict Antecedent Conditions Structural Process Demographic Differences CONFLICT Behavioral Changes Structure Formation Decision Process Conflict Aftermath

  6. Categories of Organizational Conflict Work in groups to put the correct information under each category on your chart.

  7. Interpersonal Conflict

  8. Five Styles for Handling Interpersonal Conflict • Integrating • Obliging • Dominating • Avoiding • Compromising

  9. Negotiation • Separate the people from the problem. Take the emotions out of it. • Focus on interests, not positions. Find alternatives. • Invent options for mutual gain. Brainstorm multiple solutions. • Insist on using objective criteria.

  10. Managing Interpersonal Conflict

  11. Intragroup & Intergroup Conflict

  12. Types of Conflict • Affective • Process • Substantive

  13. Sources of Conflict INTRAGROUP: • Leadership style • Task structure • Group composition • Conflict asymmetry (different perceptions) • Cohesiveness and groupthink • External threats INTERGROUP: • Different competing systems • Task interdependence • Dependence on scarce resources • Jurisdictional ambiguity • Relationship between line and staff

  14. Managing Group Conflict Diagnose the problem Implement an intervention: • Process: team-building activities • Structural: change the group composition

  15. Agree or Disagree? Cooperation or lack of conflict generally induces positive relations among group members, but they may not attain the highest level of performance. Rahim, 2011, p. 119

  16. Cross-Cultural Conflicts in the Workplace

  17. Cross-Cultural Conflicts in the Workplace Cross-cultural conflict can be defined as conflict generated, and perhaps exacerbated or perpetuated, by cultural differences among the groups involved in the conflict. A person’s culture informs his or her worldview, moral code, judgments, and ideas or perceptions about others. Of course, these aspects of a culture can be incorrect or misinformed, leading to conflict with other cultures or groups of people. The power of culture is strong, however, and it can be difficult to overcome cross-cultural conflict, as evidenced by the numerous conflicts between different cultural groups that continue to rage around the world today. --A. Kinney, www.ehow.com, What Is Cross-Cultural Conflict?

  18. Cross-Cultural Conflicts in the Workplace Geert Hofstede’sCultural Dimensions Theory: • Power Distance (PDI) • Individualism vs. Collectivism (IDV) • Masculinity vs. Femininity (MAS) • Uncertainty Avoidance (UAI) • Long Term vs. Short-Term Orientation (LTO) • Indulgence vs. Restraint (IVR) Culture’s influence is not uniform across its members or consistent in each individual across situations (Liu, et al., 2012).

  19. Cross-Cultural Conflicts in the Workplace

  20. Face Negotiation Theory Conflicts occur when two or more individuals of different ethnicities and cultures meet and work together. The concept of “face” is defined as “a projected image of one’s self in a relational situation” (Ting-Toomey, 1988).

  21. Self Face vs. Other Face and Mutual Face Individualist Cultures – concerned with “self face.” People are independent, dominating, and interested in protecting their own interests. • English-speaking countries Collectivistic Cultures – concerned with “other face and mutual face.” They impose great focus on teamwork and mutual benefit. • Asian and Latin American countries

  22. Case Study Work in pairs or small groups to read the case study and answer the questions.

  23. Closing: Fist to Five I have a better understanding of the meanings of interpersonal, intragroup, intergroup conflict, the sources of conflict, and the management strategies to conflict.

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