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CONFLICT IN
GROUPS
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DEFINITION
Antonioni (2000)
interactive process manifested inincompatibility, disagreement, ordissonance within or between socialentities
Van de Vliert (1998)
occurs whenever emotional antagonismscreate frictions between individuals or
groups
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TYPES
Substantive conflict
disagreement over goals and the means for
their accomplishment
Emotional conflict
involves interpersonal difficulties that ariseover feelings of anger, mistrust, dislike, orfear
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LEVELS OF CONFLICT
Intrapersonal conflict
involves actual or perceived pressures from
incompatible goals or expectations
approach–approach conflict
avoidance–avoidance conflict
approach–avoidance conflict
Interpersonal conflict
occurs between two or more individuals whoare in opposition to one another
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LEVELS OF CONFLICT
Intergroup conflict
occurs among members of different teams
or groups
Inter-organizational conflict is mostcommonly thought of in terms of the
competition that characterizes firmsoperating in the same markets
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FUNCTIONAL AND DYSFUNCTIONAL
CONFLICTS
Functional (constructive) conflict
can bring important problems to the surface
so that they can be addressed
Dysfunctional (destructive) conflict
hurts group cohesion, promotesinterpersonal hostilities, and overallcreates a negative environment for
workers
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CONFLICT MANAGEMENT STYLES
Rahim & Magner (1995)
Two criterions:Cooperativeness (C) – concern for others
Assertiveness (A) – concern for Self
Five conflict management styles
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CONFLICT MANAGEMENT STYLES
Dominating style (A nonC):
working against the wishes of the other party,fighting to dominate, forcing things through
the exercise of the authority
Integrating style (AC):
seeking true satisfaction of everyone’sconcerns by working through differences,finding and solving problems so everyone
gains as a result
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CONFLICT MANAGEMENT STYLES
Avoiding style (nA nC): downplaying disagreement, failing to participate
in the situation or staying neutral at all costs
Obliging Style (nonA C): letting the other’swishes rule, smoothing over differences tomaintain superficial harmony
Compromising Style (middle A middle C):
working toward partial satisfaction ofeveryone’s concerns, seeking “acceptable”rather than “optimal” solutions so that no onetotally wins or totally loses
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Personality – Conflict Management
Styles Relationship
Big Five Dimensions – Conflict ManagementStyles
Integrating Style (AC)
(+): E, O and C (students)
(+): A (managers)
Obliging Style (nonA C)
(+): N, A (students)
No relationship (managers)
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Personality – Conflict Management
Styles Relationship
Dominating Style (A nonC) (+): E (students)(-): A (students)
(-): N, A (managers) Avoiding Style (nonA, nonC) (+): N, A (students)(-): E, O (students)
(+): A (managers)(-): C (managers) Compromising Style (middle A & C) (+): A (students)
No relationship (managers)
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Assessment of Conflict Management
Styles Thomas-Kilmann Questionnaire
Aspects evaluated: the five conflictmanagement styles
Structure: 30 items with 2 responses(A/B)
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Seminar activity
Activity 1
WHEN TO USE CONFLICT MANAGEMENT
STYLES
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Integrating style is preferred to gain true conflictresolution when time and cost permit.
Avoidance may be used when an issue is trivial or moreimportant issues are pressing, or when people need to cooldown temporarily and regain perspective.
Dominating style may be used when quick and decisiveaction is vital or when unpopular actions must be taken.
The obliging style may be used when issues are moreimportant to others than to yourself or when you want tobuild “credits” for use in later issues.
Compromise may be used for temporary settlements tocomplex issues or to arrive at expedient solutions when
time is limited.
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Activity 2
A Conflict Situation
Modul XIV /handout 14.9/