This document discusses sources and types of conflict that can occur in organizations. It identifies several common sources of conflict including incompatible goals between departments, differentiation between employees, interdependence of work, scarce resources, ambiguous rules, and poor communication. It then examines five styles for handling interpersonal conflict: problem-solving, forcing, avoiding, yielding, and compromising. Finally, it encourages considering different conflict styles depending on the situation and viewing conflict as an opportunity rather than just a problem.

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2. Conflict Group Presentation 4

4. Responsive Org

6. Turnover

7. Politics

8. Lower Performance

9. Hoard Information

10. IncompatibleGoals

11. Differentiation

12. Interdependence

13. ScarceResources

14. AmbiguousRules

15. PoorCommunication

16. Conflict Style

17. Decision

18. Overt BehaviorsConflict Perceptions and Emotions Conflict Escalation

19. +INCOMPATIBLEGOALS +DIFFERENTIATION +INTERDEPENDENCE +SCARCERESOURCES +AMBIGUOUSRULES +COMMUNICATIONPROBLEMS + INTERPERSONAL CONFLICT HANDLING STYLES

20. INCOMPATIBLEGOALS

21. “ where the goals of one person or department seem to interfere with another person or department’s goals - Incompatible Goals

22. pulled in two opposite directions

23. DIFFERENTIATION

25. Different values and belief due to unique backgrounds, experience, training, national culture and expectation

27. Information technology maintains differentiation

29. INTERDEPENDENCE

30. Higher interdependence increases the risk of conflict

31. PooledInterdependence Individuals operate independently except for reliance on a common resource or authority ReciprocalInterdependence Employees are highly dependent on each other and interfere each other’s work Sequential Interdependence one of the groups is dependent on the other for some input, but the reverse is not true

32. SCARCE RESOURCES & AMBIGUOUS RULES

34. Not enough financial, human capital, and other resources

37. Breeds conflict because it creates uncertainty and increases the risk that one party intends to interfere with the other party’s goals

38. Encourages political tactics and free-for-all battles among employees

40. COMMUNICATIONPROBLEMS

41. WHY CONFLICTS HAPPEN? Lack of Opportunity to Communicate Insufficient Skills Perception of Conflicts

44. Non-confrontational conversations are rare

45. Person with an arrogant tone allows others to respond in a defensive manner

47. Conflict and increases

49. It is not if we will have conflict in life – we will

50. We can view conflict as either a problem or an opportunity

51. Dealing with conflict effectively is rarely about who is right or wrong

52. If people want to resolve conflict, it helps to reframe the problem“

53. INTERPERSONAL CONFLICT HANDLING STYLES

54. FIVE CATEGORY MODEL Problem Solving Win-Win outcome ForcingWin – Lose Avoidingavoiding conflict to attempt to smooth it over YieldingGiving in Completely CompromisingLosses offset by equally valuable gains

55. FIVE CATEGORY MODEL High Compromising Forcing Problem-solving Assertiveness (Negotiation to satisfy one’s own interests) Avoiding Yielding Low High Low Cooperativeness (Motivation to satisfy other party’s interest)

57. People also tend to gravitate towards two handling styles that match their personality

58. Choosing an appropriate conflict handling style depends on different situations

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61. References Manning, Geroge & Cu, Kent. (1999). Building Community: The Human Side of Work. Whole Person Associates Bacal, Robert. (1998). Condlict prevention in the workplace: using cooperative communication.Bacal and Associates. http://c2.com/cgi/wiki?IncompatibleGoals http://www.cios.org/encyclopedia/conflict/BKeyelements3_incompatiblegoals.htm http://www.applied-strategies.com/FOLDERS-HumanFactor/Accommodation.asp