WORK TEAMS AND CONFLICT IN ORGANIZATIONS

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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

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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

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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

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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

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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).

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DIVERSITY IN TEAMS


Diversity in work teams can show many forms which have usually

been categorized as:

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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


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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


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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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)


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)

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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


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


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?

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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

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.


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


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


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)


THANK YOU VERY MUCH FOR YOUR

ATTENTION

e-mail: [email protected]

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mailto:[email protected]

WORK TEAMS AND CONFLICT IN ORGANIZATIONS

Documents

conflict management

de dreu amp

de dreu amp

de dreu

social support

intragroup

van viannen

conflict involved