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Communication & Theatre 310
Organizational Communication
Visible Conflict = Resistance
Environmental stressors
War
Violence
Greed
Materialism
Lack of community
• National culture
• Intercultural difficulties
Prejudice
Language
Taboos
Physical Characteristics of workplace
• Location
• Lighting
• Noise
• Temperature
• Overcrowding
• Lack of privacy
• Poor equipment
Organizational stressors
• Lack of social support
• No participation in decision making
• Racism
• Sexism
• Expression of emotion discouraged
Job stressors
• Workload
• Role uncertainty
• Job design
Individual stressors
• Personality traits (type A)
• Personal life
• Communication style
Conflict = an expressed struggle between or among interdependent parties who perceive:
•Scarce resources,
•Incompatible goals, and
•Interference from the other in achieving their goals.
Parties in conflict are in a position of opposition in conjunction with a need to cooperate.
conflict may be either
• destructive or
• constructive
Conflict may either be managed or resolved. When we resolve a conflict we try to end the conflict.
• Negotiation
• Mediation
• Arbitration
• Research
• legislation
• judicial settlement
• physical force
Kilmann and Thomas Conflict Management Model
concernfor self
non-assertion
assertion
concernfor other
non-cooperation cooperation
avoid accomodate
compete collaborate
compromise
avoiding = little concern for self or other
• ignore conflicts
• invoke slow procedures
• put problems on hold
• secrecy
When to avoid:
• issue is trivial
• no chance of winning
• negative potential outweighs benefits
• cool off to regain perspective
accommodating = giving in
• submission
• compliance
• going along with
• obedience
when to accommodate:
• when you are wrong
• when it is more important to others
• build credit for later
• when harmony is crucial
competing = trying to get your way.
• win-lose
• lose-lose
• forcing submission
when to compete:
• you are right
• quick action is needed
• unpopular action is needed
• when you are up against people who take advantage of cooperative behavior
collaboration is the team approach
• problem solving
• confront differences by sharing ideas and information
• search for integrative solutions
• win-win
• to work through problems which have interfered with a working relationship
collaborate when:
• both sets of concerns are too important to be compromised
• to merge insights from people with different perspectives
• to gain commitment thru consensus
compromise = get part of what you want
is this glass half full, or half empty?
compromising behaviors:
• negotiation
• looking for deals
• tradeoffs
when to compromise:
• people are equal in power and have mutually exclusive goals
• temporary settlement
• deal with time pressure
• when goals are important but so are the relationships
• as a backup to competition or collaboration
BLAKE AND MOUTON CONFLICT MANAGEMENT GRID
CONCERN FOR PEOPLE
LOW
HIGH
CONCERN FOR TASK
LOW HIGH
1,1neutrality
9,1 win-lose
harmony 1,9
middle ground 5,5
problem solving 9,9
Attributions in Conflicts
self otherCollaboration 41% 4%Compromise 25% 6%Accommodation 8% 2%Avoidance 5% 16%Competition 21% 73%
Thomas, K. & Pondy, L. (1977) Toward an 'intent' model of communication conflict, Human Relations, 30, p. 1094.
• abstracta part of the universe
a human being
US citizen
a Montanan
a student at MSU-B
a person in the class
a male in the class
Rusty• concrete
Questions to ask yourself concerning sexual harassment
• Would the person accused of sexual harassment want their supervisor to see them?
• Would the person accused of sexual harassment want their spouse/significant other to see them?
• Would the person accused of sexual harassment want their behavior to be the subject of a memo or discussion?
Personality and conflict management
• win-lose battler = internal control, takes risks, aggressive
• friendly helper = external control, no risks, trusting
• problem solver = internal control, trusting, respectful
WL FH PS
WL
FH
PS
stalemate WL WL
stalemate PS
consensus
End of Conflict Session