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Causes of Conflict in Organizations

Causes of Conflict in Organizations. Organizational Factors Ambiguity over responsibilities/jurisdictions Competition over scarce resources Interdependence Reward Systems Differentiation Power differentials Interpersonal Factors Lasting grudges Faulty attribution Faulty communication

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Causes of Conflict in Organizations

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  1. Causes of Conflict in Organizations • Organizational Factors • Ambiguity over responsibilities/jurisdictions • Competition over scarce resources • Interdependence • Reward Systems • Differentiation • Power differentials • Interpersonal Factors • Lasting grudges • Faulty attribution • Faulty communication • Distrust • Personal Characteristics

  2. Conflict Resolution Options • Process-Oriented Resolution Techniques • Personally try to handle the conflict • (Conflict resolution styles) • Bargaining/Negotiating • Use of a third party • Structural Resolution Techniques • Superordinate goals • Structural redesign • Remove the source of conflict

  3. Conflict Resolution Styles Forcing 1. When quick, decisive action is needed 2. On important issues where unpopular actions need implementing. Collaborating 1. When your objective is to learn/develop 2. To merge insights from people with different perspective. 3. To gain commitment 4. To work through feelings that have interfered with a relationship.

  4. Conflict Resolution Styles: continued Compromising 1. When parties of equal power are committed to mutually exclusive goals 2. To achieve temporary settlements to complex issues. 3. To arrive at expedient solutions under time pressures. Avoiding 1. When an issue is trivial/more important issues are pressing. 2. To let people cool down and regain their perspective. 3. When others can resolve the conflict more effectively.

  5. Conflict Resolution Styles: continued Accommodating1. When you find you are wrong, to show your reasonableness. 2. When issues are more important to others than to yourself. 3. To build credits for later issues. 4. To minimize loss when you are outmatched and losing. 5. When harmony and stability are especially important. 6. To allow subordinates to develop learning from mistakes.

  6. Benefits of Conflict • It serves as a necessary prerequisite to change. • Conflict can serve to increase motivation. • Conflict can generate interest/reduce apathy. • Conflict can reduce tension by airing hostilities. • If it comes from an external source, conflict can • serve to increase group cohesiveness.

  7. Distrust as a source of Conflict Is distrust the opposite of trust? Distrust Trust Or, are they two separate things?

  8. A Two-Dimensional Model Of Trust Relational Trust Calculative Trust High Trust Low Trust Develops in repeated interactions over time Value congruence Citizenship, commitment Develops in situations with short time spans of discretion Trust but verify Trust is limited to specific types of exchanges Deterrence Trust Institutional Based Trust Develops in highly structured & easily monitored situation Cost of breaching trust is high Limited involvement between parties Interdependence is managed via SOPs High paranoia Low Distrust High Distrust

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