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1
Psicología de las OrganizacionesDepartamento de Psicología Social
Universidad de Sevilla
Curso 12-13
Unit 5.
PART III : WORK TEAMS AND
CONFLICT IN ORGANIZATIONS
Miriam Benítez González
2
WORK TEAMS AND CONFLICT IN ORGANIZATIONS
1. WORK TEAMS
1. 1. The importance of Work Teams in WOP.
1. 2. Concept and properties: teams and groups.
1. 3. Efficacy model of Work Teams.
1. 4. Benefits of teamwork.
2. CONFLICTS
2. 1. Concept and properties
2. 2. Types of conflicts in organizations
2. 3. Conflicts in Work Teams: study model
2. 3. 1. General conflict consequences
2. 3. 2. Are intragroup conflicts always negative for teams?
a) The intensity of conflict
b) Task conflict vs. relationship conflict
c) Conflict management styles
d) The organizational context
3
Psicología de las OrganizacionesDepartamento de Psicología Social
Universidad de Sevilla
Curso 11-12
Previous reading for conflict
Benítez, Medina y Munduate (2011). Studying Conflict in
Work Teams. A Review of the Spanish Scientific
Contribution. Papeles del Psicólogo, 32(1), pp. 69-81.
2. 1. Concept and properties.
It’s an interaction between two interdependent parties
(individuals, groups or organizations) which perceive
incompatible goals and a potential interference of the other
party in the consecution of the goals (Putnam, 1994)
Conflict is viewed as a process that begins when an individual or
group perceives differences and opposition between oneself
and another individual or group about interests, beliefs or values
that matter to them (De Dreu, Harinck, & Van Vianen, 1999; De Dreu &
Gelfand, 2008).
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MINIMUM ELEMENTS
a) It’s a form of interaction
b) There is interdependence between the parties
c) There is a perception of a certain degree of opposition to the purposes intended by the
parties
2. 2. Conflict types in organizations
5
Depending on the parties involved in the conflict:
Between two or more individuals (interpersonal conflict)
Between two groups (intergroup conflict)
Between the members of the group (intragroup conflict)
Employees interact with colleagues, superiors, clients and
employers and consequently, said interactional processes can
become conflictive relationships (e.g., vertical conflict or
superior-subordinate conflict)
Depending on the level of analysis:
Interpersonal conflict
Team or group conflict
Organizational conflict
Intragroup conflict
Team level
6
2. 3. Conflicts in Work Teams: study model
Conflict is currently recognized as a component of work teams
dynamics (De Dreu, 2010; Jehn 1995; 1997)
Because of:
The increasing number of multidisciplinary, multicultural and multi
demographic work teams.
“A characteristic of social grouping that reflects the degree to
which there are objective or subjective differences between
people within the group” (Van Knippenberg & Schippers, 2007, p. 519).
7
DIVERSITY IN TEAMS
2. 3. Conflicts in Work Teams: study model
Diversity in work teams can show many forms which have usually
been categorized as:
8
DIVERSITY
Job related attributes
Information/decision/m
aking
(functional diversity)
-Knowledge
-Ability
-Skills
Job un-related attributes
Social Categorization
(demographic diversity)
-Gender
-Ethnicity
-Age
CONFLICTS
PROCCESS OUTPUTS
Organizational Context
Composition
COGNITIVETask
characteristics
TEAM CULTURE
AFFECTIVE
ACTION-ORIENTED
Do they share the same ideas?
Do they feel good and motivated
together?
Do they perform in a coordinated
way?
GROUP
EFFICACY
INPUTS
Kozlowski y Bell, 2004
Kozlowski e Ilgen, 2006
Gil et al., 2008
2. 3. Conflicts in Work Teams: study model
10
Input
Group Composition
Homogeneity
Heterogeneity (diversity)
Group Processes
Conflicts
Hypothetical consequences
Well-being at work
Group efficacy
Job satisfaction
Burnout
Task Conflict
Relationship Conflict
Task characteristics
Complexity
Virtuality
Social support of supervisor
Trust among workmates
Social interrelations among workmates
Team/organizational climate
Group potency
Context virtuality
Conflict management styles
Social support of supervisor
Work-family reconciliation context
Conflict management styles
Third-party mediation
Following the Input-Processes-Output model, conflict is considered the
key to understanding the relationships among its members and the
efficacy of work teams (e.g., Gil et al., 2008; González-Romá, 2008).
Benítez, Medina & Munduate, 2011a)
2. 3. 1. General conflict consequences
There is evidence to suggest that conflict in teams can be productive
for organizations by stimulating change, producing higher-quality
decisions and decreasing groupthink (Turner & Pratkanis, 1997).
Therefore, it is considered a necessary element for the production
and renovation of knowledge in nowadays organizations (Medina,
Munduate, Martínez, Dorado & Mañas, 2004)
However, many times, conflict generates a very negative
organizational dynamic:
It is the basis of psychological harassment (Arenas, Medina, &
Munduate, in press)
It predicts a high percentage of employee turnover and
absenteeism (De Dreu, 2010).
It is considered a main source of stress at work (Giebels & Jansen,
2005)
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2. 3. 2. Are intragroup conflicts always negative for
teams?
Conflict research suggests, among others, the following three variables to understand the consequences of workplace conflict:
a) The intensity of conflict (De Dreu, 2006; Jehn & Mannix, 2001; Watson, 1969)
b) The types of conflict involved: task vs. relationship conflict (De Dreu & Weingart, 2003; Jehn, 1995; 1997)
c) The conflict management styles used by team members (De Dreu & van Viannen, 2001)
d) The organizational context (De Dreu & Weingart, 2003; Jehn & Bendersky, 2003)
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13
2. 3. 3. Are intragroup conflicts always negative for
teams?
Low levels of tension lead to inactivity and
produce low performance if there is no
urgency or need to act decisively.
Moderate levels of tension help finding
information, considering more alternatives
and they produce high levels of
performance.
High levels of tension reduce the ability of
perceiving, processing and evaluating
information. Aggressive and defensive
interactions.
0
10
20
30
40
50
60
low moderate high
Level of Tension
Resu
lts
a) The intensity of conflict (De Dreu, 2006; Jehn & Mannix, 2001; Watson, 1969)
Its effects are beneficial because:
It stimulates the identification of
ideas and proposals
It stimulates the analysis of
ideas.
It improves the relationships
between the parties.
Its effects are detrimental because:
It damages effective communication and
cooperation between the parties.
It consumes much time and energy.
It limits information processing.
It reduces receptivity to the decisions
proposed by the opponent.
Task conflict
Differences about ideas and
opinions relating to the task
Relationship conflict
Personal incompatibilities
(tastes, ideas or values)
2. 3. 3. Are intragroup conflicts always negative for teams?
The discrepancies about work aspects
are regarded as an opportunity for the
generation of knowledge (Mañas & Díaz-
Fúnez, 2009).
Typically include personal tension,
animosity and annoyance” (Jehn,
1995)
b) The types of conflict involved:
We can reduce the negative effects of relationship
conflict and we can benefit from positive effects of task
conflict depending on:
The conflict management styles used by team
members. How the opposing parts manage the
discrepancies.
Some team or organizational factors. Conflict
research underline the key role of social support
(from team members and supervisor)
15
2. 3. 3. Are intragroup conflicts always
negative for teams?
c) The conflict management styles used by team members (Benítez,Medina y Munduate, 2011b; De Dreu & van Viannen, 2001)
It allows organizational change
It stimulates intragroup cohesion and intergroup differentiation
It produces an increase of the group’s level of activation, making
it more creative and constructive
• It expands the range of judgments
• It helps re-examine the goals
• It promotes risk calculation in decision making
Teams that are more effective at managing conflict are more
prepared to prevent its negative effects and to be more
successful in organizations (Tjosvold, 2008).
It’s not about opposing conflict, but about managing
it in the best way possible
2. 3. 3. Are intragroup conflicts always negative for teams?
compromising
Concerns for selfConcern
for
oth
ers high
low
high low
Integrating/
problem solving
Obliging/
yielding
Dominating/forcing avoiding
Rahim & Bonoma’s Model, (1979, 1992)
2. 3. 3. Are intragroup conflicts always negative for teams?c) The conflict management styles
Conflict management styles
DUTCH (De Dreu et al., 2001)
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Styles: Nº ITEMS PREGUNTAS:
Yielding/obliging 4 1, 2, 3 &4
Compromising 4 5, 6, 7 & 8
Forcing/dominating 4 9, 10, 11 & 12
Problem solving or integrating 4 13, 14, 15 & 16
Avoiding 4 17, 18, 19 & 20
Integrating/problem solving
It involves collaboration to reach a solution which is acceptable for both. This helps problem resolution, leading to creative solutions. For example, "In the event of a difficulty at work with my colleagues, I try to analyze the situation with them to find a solution that is acceptable to everyone”
Yielding or obliging
The person is focused on emphasizing and highlighting the common aspects between both so as to satisfy the other’s interest. For example, “I generally do what my colleagues want me to"
Dominating/forcing
The person tries to reach his/her goal tending to ignore the opponent's needs and expectations. For example, I use my professional prestige and the authority that it gives me to apply pressure in my favor”.
Avoiding
The person avoids the problem, searches retreat. Resigns meeting his/her interests. For example, “I try not to show colleagues that I disagree to avoid problems”.
Compromising
The parties give up a bit in their position in order to be able to reach a mutually acceptable decision. For example, “I normally propose a half-way path to break the deadlock”.
2. 3. 3. Are intragroup conflicts always negative for teams?c) The conflict management styles
Do you think there is one style better
than other?
20
2. 3. 3. Are intragroup conflicts always negative for teams?
c) The conflict management styles
Integrating style is considered the most appropriate strategy
to solve intragroup conflict (Benítez et al., 2011b; De Dreu et al., 2004;
Dijkstra et al., 2009) facing task and relationship conflict:
Task conflict because:
Work-unit members could be part of the decision-making processes.
Work-unit members could find new and creative solutions to
problems by focusing on their needs as well as on the needs of the
entire work-unit (Gross & Guerrero, 2000). .
Relationship conflict because:
Work team members will face conflict directly, showing conciliatory
and supportive behaviors reducing stressful environment caused by
relationship conflict.
When relationship conflict intensity is high sometimes the best is to
use avoiding conflict management style.
2. 3. 3. Are intragroup conflicts always negative for teams?http://www.youtube.com/watch?v=Iq7u0yGjUpE
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Thomas(1992): Each conflict management style is appropriate according to the
situation. For example, compromise styles may be functional on some occasions; when parties’ objectives are mutually exclusive.
2. 3. 3. Are intragroup conflicts always negative for teams?
Integrating
The topic is complex and there’s time available
One party alone can’t resolve the problem
The parties’ resources are necessary for resolving the problem
Yielding
You think you can be wrong
The subject is more important for the other party
You are in position of weakness and preserving the relationship is more important
Dominating
An urgent solution is necessary
An unfavorable decision from the other part can be detrimental for your own interests
Your subordinates lack experience in making technical decisions
Avoiding
The negative effect of confronting the other party outweighs the benefit of solving it is
Time for thought is needed
Compromising
The parties’ goals are mutually exclusive
Consensus cannot be rejected
2. 3. 3. Are intragroup conflicts always negative for teams?
Conditions : Appropiate
Yielding The topic is important for you
You think you are right
The other party is wrong or acts in an unethical manner
Dominating The topic is complex
The topic is not important enough for you
Both parties have equal power
Your subordinates are very competent
Avoiding The topic is very important for you
The responsibility to make a decision is yours
A prompt and fast tracing is needed
Integrating The topic is simple
An immediate decision is needed
The other party doesn’t have problem solving abilities
Compromising One party is more powerful than the others
The problem could be solved through integration
2. 3. 3. Are intragroup conflicts always negative for teams?
Conditions : NOT Appropiate
d) The organizational context
Conflict consequences depend on the circumstances under which conflict occurs (Jehn & Bendersky, 2003).
In fact, the effects of conflicts may persist, become stronger, or disappear depending on the context factors perceived for individuals over time (De Dreu & Gelfand, 2008).
In this sense, conflict research underlines the key role of social support to buffers the detrimental effects of stressors such us intragroup conflict (Jehn & Friedman, 2000).
Supervisor social support as a stress inhibitor caused by relationship conflict (Boz et al., 2009)
Support team climate and goal climate (Medina et al., 2004)
2. 3. 3. Are intragroup conflicts always negative for teams?