N6 Communication - Coping with Conflict and Stress for N6 students at TVET Colleges

Mod 3: Coping with conflict and

stressPg 165 – 198Chapter 8 in

textbook

8.1 Definition of Conflict (page 165)

Conflict involves intrapersonal or interpersonal confrontations, caused by the simultaneous arousal

of incompatible motives or needs, that lead to a temporary or permanent disruption of normal

functioning.

8.2 Modern view of conflict in working

situations• Traditional view: avoid the working

environment• Interactive view: conflict is a natural, inevitable

part of human behaviour – it should be properly controlled and managed.

• If well-managed then it conflict can be beneficial and essential if an organisation is to function effectively.

• Manager: must maintain minimum levels of conflict – he has to monitor, analyse and control existing levels of conflict continuously.

8.2 Proper management and control of conflict:

• Distinguish between functional (constructive) and disfunctional (destructive) conflict

• Take stock of the pro’s (potential benefits) and the con’s (potential costs or disadvantages) of conflict

• Instituting procedures which would maximise the potential benefits of conflict and minimise its costs.

8.3 Functional and Disfunctional Conflict

(p.166)Functional Conflict Disfunctional conflict

• Mild levels of conflict which are constructive in nature

• Usually lead to healthier personal relationships, improved performance and positive organisa-tional results

• Non-functional conflict• Involves ever increasing

levels of conflict• Is destructive in nature• Usually lead to

deteriorating interpersonal relationships, poor performance and negative organisational results

8.4 Types of Conflict p.166

1. Intrapersonal conflict2. Interpersonal conflict3. Conflict within groups4. Intergroup confict5. Conflict between

management and staff6. Interorganisational

conflict7. Community or

societal conflict

8.4 Types of conflict8.4.1 Intrapersonal• Conflict within an

individual• Caused by boredom,

frustration or anxiety when faced with certain tasks or decisions.

• Degree of intrapersonal conflict day to day

8.4 Types of conflict8.4.2 Interpersonal

Interpersonal conflict requires:

• Interactions in which two or more individuals attempt to satisfy mutually incompatible needs.

• Opposing or conflicting needs.

• State of tension due to opposing or conflicting patters of behaviour.

• Opposing interests• Recognition of

conflicting interests from parties

• Belief that other party has harmed or intends to harm its interests

• Ongoing interaction• Direct actions by one or

both sides that harm interest of other side

8.4 Types of conflict8.4.3 Conflict within

groups• Individuals within the

same group often experience conflict

• Causes: different views regarding the causes of a problem

• Can be more personal, leave taken at the same time.

8.4 Types of conflict8.4.4 Intergroup

conflict• Varying degrees of

conflict between different groups

• Healthy competition between groups

• Less healthy conflict – annual race for increase in office space

8.4 Types of conflict8.4.5 Conflict between management

and staff• “Them vs. us”

syndrome• Different perceptions

regarding functions of management and staff

• Some see management having “a soft job”

• Appreciation shown to staff can be lacking

8.4 Types of conflict8.4.6 Interorganisational

conflict

• Conflict between members of competing organisations

• Examples: Cellular cellphone networks, car manufacturers, Television networks

8.4 Types of conflict8.4.7 Community or societal conflict• Political, social,

economical and religious differences can give rise to conflict

8.5 Causes of conflict p.168

1. Training and development

2. Poor communication3. Working conditions4. Intercultural differences5. Different goals and

values6. Conflicting personalities7. Poor self-image

8.5.1 Training & Development

• Some workers may have received more training than others and therefore have more skills regarding a specific subject.

• If they are grouped together they will experience frustration and stress which could result in destructive (dysfunctional) conflict.

• One employee is older and more experienced than another; the other employee is younger and less experienced but has more certificates. Both believe their way of solving a problem is the correct way.

8.5.2 Poor Communication p.169• Incorrect channels – must convey information via

the correct channels or means of communication.• Ineffectiveness of formal communication channels

which leads to ineffective distribution of information.

• Faulty communication• Subjective factors – hostile and non-hostile remarks• Attempts at constructive criticism are

misinterpreted as personal remarks.• In the new book communication channels are

faulty:o Organisational levelo Personal level

Causes of conflict8.5.3 Working

conditions8.5.4 Intercultural

differences• Inadequate working

conditions• Poor lighting,

cramped spaces, heat, poor ventilation, poor facilities, number of working hours, leave and pension benefits lead to conflict

• People from different cultures have different conceptions, values and norms of behaviour that influence their lifestyle, views, politics and religion.

• These factors can lead to conflict

Causes of conflict8.5.5 Different goals

and values8.5.6 Conflicting

personalities• Conflict situations can

arise when working on a project due to different goals and values

• The supervisor expects dedication from juniors to give high quality, but they might just want to get through the day to go home.

• People with different personalities have their own likes and dislikes.

• Introverts vs extroverts• Neat vs untidy• If the above

personalities are working on the same project then conflict can arise.

8.5.7 A poor self-image

• People with a poor self-image will be afraid to take calculated risks because of fear of failure and being laughed at.

• They tend to be aggressive, emotional and critical of others and are unable to handle even constructive criticism.

• This may be the cause of conflict between their fellow workers and themselves.

8.6 Results of conflict p.171

Potential benefitsPotential negative

results• Conflict situations serve to

expose problems• Lead to healthy self-

criticism• Lead to creativity,

discovery of latent talents and abilities,

• Facilitate innovation and change

• Increase loyalty, motivation and performance within groups

• Cause physical, mental stress and fatigue

• Leads to defensive behaviour

• Wastes time & energy• Lead to delayed & poor

decisions• Creates deadlocks• Disrupts comm and

willingness to listen• Negative influence on

external image of org.

8.7 Coping with conflict p.172

1. General guidelines for coping with interpersonal conflict

2. Avoidance or withdrawal3. Accommodation4. Subordination5. Compromise (or agreement)6. Cooperation and problem solving (co-operational

problem solving)7. Mediation8. Arbitration

8.7.1 General guidelines for

interpersonal conflict• Focus on problem, not on person or party• Focus on facts. Be specific. Avoid vague accusations.• Be objective. Control emotions. Be cautious not to

be influenced by other’s emotions.• Show interest in opposing party’s views – be a good

listener, be patient. Allow time for other person to express his views.

• Respect opposing party’s dignity and pride.

How to handle interpersonal

diplomatic confrontation

• L – Listen• E – Empathy• A – Act towards problem, not person• D – Do not focus on person, but on

facts/problem• E – Equality (treat them like yourself)• R – Respect (them with dignity and pride)• S – Solution (come up with a solution)

8.7 Coping with conflict

8.7.2 Avoidance or withdrawal• Involves a process where problem is deliberately

ignored “procrastination” or an attitude of “let the problem go away”

8.7.3 Accommodation• Interpersonal behaviour for the sake of

harmonious relationships rather than one’s own benefit.

8.7.4 Subordination• Suppressing differences because they have a

more important common goal to achieve – or more important enemy to face.

8.7 Coping with conflict

8.7.5 Compromise (agreement)• Partly satisfying requirements of each of parties

concerned. Temporary settlement of conflict.8.7.6 Cooperation and problem solving• Attempt to find a true solution beneficial to all

parties. All work together to find the best solution by offering advice, listening to solutions. A common goal is set before co-operational problem solving.

8.7.7 Mediation• Asking an outside party to assist both conflicting

sides in reaching an agreement.

8.7 Coping with conflict

8.7.7 Arbitration• When normal negotiations have failed to solve

conflict, conflicting parties may agree to submit their dispute to an external, impartial arbitrator, who will then formulate a settlement.

• Binding arbitration – all parties involved must accept the arbitrator’s decision

• Voluntary arbitration – either party is free to reject or accept the proposed settlement

• To get to a lasting agreement, it is essential arbitrator should be acceptable to both parties.

8.8 Formal mechanisms for solving conflict

1. Grievance procedureo Reasons why a grievance procedure is essential

2. Disciplinary actiono Principles underlying the disciplinary code

3. Essential requirements for a disciplinary codeo Requirements that has to be met

8.8.1 Definitions p.174• GRIEVANCE PROCEDURE

It is an orderly, formal system

whereby the employer and

employee determine whether

or not the employment

contract has been violated

• GRIEVANCEIt is a complaint that is related to the employee’s treatment or position within his daily working routine and which needs the attention of management.

8.8.1 Grievance Procedure p.174

1. Reasons why it is essential:• 1st level supervisors do

not have the interpersonal skill or authority to settle all complaints and dissatisfactions.

• Existence reduces likelihood of unauthorised action by supervisors

• Formal procedure draws attention of higher management to see problems and needs of employees – and irregular or unfair aspects in policy

• Serves as an outlet for employees’ frustration and can improve staff morale.

PROCEDURE FOR HANDLING A GRIEVANCE

1. Receive complaint2. Define nature of complaint3. Separate facts from opinions4. Analyse and evaluate the facts5. Make a decision6. Apply the answer7. Follow up to determine whether the clash

has been resolved.

Definitions• Disciplinary

actionAn action on the

part of management aimed at stopping member

behaviour that threatens to disrupt

the functioning of the system.

• Disciplinary codeA set of rules or a code of conduct that the members of the organisation must obey if it is to function successfully.

Examples of disciplinary action: Reprimands, formal verbal warnings, written warnings, a final written warning, demotion

in seniority, suspension, termination of service, transfer, penalties.

8.8.2 Disciplinary action p.175

Principles underlying the disciplinary code:• Recognises management’s right to take

appropriate steps against any employee whose conduct is detrimental to the interests of the company.

• Recognises an employee’s right to a fair hearing and to appeal against any disciplinary measure which he regards as unjust.

• Emphasis is on prevention, justice and rehabilitation. Disciplinary procedures should only be instituted if an employee makes no effort to improve his behaviour.

Disciplinary procedure• Verbal warning: Supervisor to worker• Written warning: Indicate offence

and how it should be corrected• Final written warning: Manager or

Supervisor to worker• Dismissal: By using disciplinary

hearing• Final written warning: After appeal

has been received.

• Phase 1• Phase 2

• Phase 3

• Phase 4• Phase 5

8.8.3 Essential requirements for the

disciplinary codeA disciplinary system should meet the following requirements:• A definite and clearly stated disciplinary policy and

procedure should exist• Rules of the organisation must be clearly communicated

to employees before they can be held accountable.• Set rules and standards should be reasonable• Employee is presumed innocent until proven guilty• Disciplinary steps must be fair and consistent• Disciplinary steps should involve progressively severe

penalties.• The offending employee has the right to counsel, and

the right to appeal.

8.10 Coping with stress p.180

1. Definition:Stress is the physiological, psychological and behavioural response of an individual in his attempts to adjust/balance to internal and/or external pressures or demands.

8.10.2 The relationship between

conflict & stress2. Relationship between conflict and stressRemember the definition of conflict?Intra- and interpersonal confrontations caused by simultaneous arousal of incompatible motives or needs, results in a disruption of normal functioning.Conflict represents internal or external pressures to which the individual has to adjust.Conflict therefore can cause the individual to experience stress. Should the response be negative, then it can lead to even a greater experience of stress.The conflict-stress cycle can become vicious …

8.10.3 Different types of stress (Eustress)

p.181• Seen as a positive force, it stimulates the

individual into finding life challenging and exciting. “The right amount and kind of stress makes you come alive” – it makes you perform at your best.

• Can lead to: improved job-related performance, greater creativity and motivation, can lead to a more satisfying career.

• It is essential, a positive aspect in any one’s life. • Can lead towards achieving your goals.

8.10.3 Different types of stress (Distress)

p.181• Negative force, accomplished by feelings of

trauma and an inability to cope.• Characterised: feelings of exhaustion, anxiety,

tension, sense of being rushed.• Victims show: physiological irregularities like

heart palpitations and excessive perspiration.• Job situation: inability to concentrate, poor

judgement, loss of emotional control, increased conflict.

8.10.4 Stressors p.181

Stressor: any factor on condition which causes stress:• Emotional (worry, fear, frustration, conflict, guilt,

grief• Physiological (injury to the body, illness or

exhaustion• Physical (time pressure, work load, criteria of

performance)Three interrelated categories of stressors:• Frustrations (obstacles, frustrations, personal

limitations)• Conflicts (confrontations, incompatible needs)• Pressures (to achieve certain goals or to behave in a

particular manner) – External or internal

8.10.4 Severity of stress

(How strong?)p.182Severity of stress is determined (measured) by the degree to which it disrupts functioning. This depends on:• The characteristics of the stressor• The particular individual’s resources and the

available supporting human and material resources• The relationship between the two factors above

8.10.5 Physiology of stress p.182

Stress is the human body’s attempts to restore an imbalance caused by a stressor of some kindThe body reacts in different stages:• The alarm (or warning) stage (fight or flight)

o See page 183 for physiological changes• The resistance stage (enters into here when

stress is experienced by some time)• The exhaustion (“burn-out”) stage

(stress is overwhelming and victim is unable to cope).

Also see page 183 for other

symptoms

8.10.6 Negative physical, emotional & behavioural effects of

stress p.184• Interrelated emotional, behavioural and physical

effects of stress on the human being• Know the definitions of the various neuroses• See page 185 for behavioural and physical effects• Emotional (temporary) effects

o Transitory (temporary) effectso More damaging, persistent effects of neuroses

• Anxiety (fear always)• Depression (sadness)• Hysteria (panic)• Obsessions (if routine

is broken then personcannot functionnormally)

8.10.7 Common reasons for stress p.1851. Personal living conditions2. Working environment

1. Poor physical working conditions2. Job overload3. Job underload4. Role in the organisation5. Relationship at work6. Organisational structure and climate7. Career prospects8. Family relationship

3. Economical, political and social stressors4. The personality of the individual

8.10.7.4 Personality of the individual p.188-189Type A personality Type B personality

• Self-assertive, aggressive, hostile “ready to pick a fight”

• Impatient• Workaholic• Involved in multiple projects• Take on excessive responsibility• Extremely competitive• Critical of others• Impatient listener• Explosive speaker (fast)• Make quick, impulsive decisions

• Placid and calm, no hostility towards others

• Patient and hardy• Relatively relaxed, easy-

going• Neither competitive nor

achievement-oriented or over-ambitious

• Reflects thoroughly before making decisions

• Copes well with stress• Adapts well to changing

environmental needs

8.10.8 Coping with stress p.190

1. General guidelines for coping with stress (De-stress)

• Improve your decision-making skills• Improve your self-image and think positively• Follow a healthy diet; get enough exercise and

sleep• Develop relaxation techniques• Establish a reliable support system• Be assertive

8.10.8 Coping with stress p.193

2. Guidelines for coping with interpersonal conflict and stress in the working environment

• Take constructive action to solve problems• Attack the cause, not merely the symptoms• Broaden your scope• Compromise• Practise diplomatic confrontation• Admit your mistake• Practice empathy• Try to bring humour into the situation• Practice restraint