PP-0931-组织行为学ch12

Chapter 12 Conflict at Work Nelson & Quick
Nature of Organizational Conflict
Conflict - any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties Functional conflict - a healthy, constructive disagreement between two or more people Dysfunctional conflict - an unhealthy, destructive disagreement between two or more people
Defense Mechanisms
Compromise Mechanisms Compensation - a compromise mechanism in which an individual attempts to make up for a negative situation by devoting himself/herself to another pursuit with increased vigor Identification - a compromise mechanism whereby an individual patterns his or her behavior after another’s Rationalization - a compromise mechanism characterized by trying to justify one’s behavior by constructing bogus reasons for it
Emotional Intelligence (EQ)
Emotional intelligence - the ability to manage conflict. It is the power to
– – – – control one’s emotions perceive emotions in others adapt to change manage adversity
Superagreeabple • Compromise & negotiate • Discern their humor’s hidden meaning
Coping with Difficult Behavior
Complainers • Listen attentively • Acknowledge feelings • Use problemsolving
Cultural differences & individual differences increase the potential for conflict
Long-term/ Short-term orientation
Forms of Conflict in Organizations
• Interorganizational conflict - conflict that occurs between two or more organizations • Intergroup conflict - conflict that occurs between groups or teams in an organization • Interpersonal conflict - conflict that occurs between two or more individuals
High vs. low
Control vs. autonomy
High vs. middle vs. low
Role conflict, role ambiguity, stress
From W. F. G. Mastenbroek, Conflict Management and Organizational Development , 1987. Copyright John Wiley & Sons Limited. Reproduced with permission.
Causes of Conflict in Organizations
Structural Factors • Specialization • Interdependence • Common resources • Goal differences • Authority relationships • Status inconsistencies • Jurisdictional ambiguities
Consequences of Conflict
Positive Consequences Leads to new ideas Stimulates creativity Motivates change Promotes organizational vitality Helps individuals & groups establish identities Serves as a safety valve to indicate problems Negative Consequences Diverts energy from work Threatens psychological well-being Wastes resources Creates a negative climate Breaks down group cohesion Can increase hostility & aggressive behaviors
Personal Factors • Skills & abilities • Personalities • Perceptions • Values & ethics • Emotions • Communication barriers • Cultural differences
Globalization & Conflict
Power Relationships in Organizations
Types of power relationships Equal vs. equal Behavioral tendencies & problems Suboptimization Examples of Interventions Integrate units Teach negotiating skills Bureaucratize power through rules Use a different leadership style Improve communication Clarify tasks Teach power strategies
Supplier
Focal Role
Employee 1 Employee Employee 2 3
Colleague
Potential employee
Employee’s colleagues
Boundary of the organization
J. C. Quick and J. D. Quick, Organizational Stress and Preventive Management, 1997. Reprinted by permission.
Forms of Conflict in Organizations
Intrapersonal conflict - conflict that occurs within an individual Interrole conflict - a person’s experience of conflict among the multiple roles in his/her life Intrarole conflict - conflict that occurs within a single role, such as when a person receives conflicting messages from role senders about how to perform a certain role Person-role conflict - conflict that occurs when an individual is expected to perform behaviors in a certain role that conflict with his/her personal values
That won’t work!
Defense Mechanisms
Aggressive Mechanisms Fixation - an aggressive mechanism in which an individual keeps up a dysfunctional behavior that obviously will not solve the conflict Displacement - An aggressive mechanism in which an individual directs his/her anger toward someone who is not the source of the conflict Negativism - an aggressive mechanism in which a person responds with pessimism to any attempt at solving a problem.