COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 1 CHAPTER 13 CONFLICT AND STRESS

COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13

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CHAPTER 13

CONFLICT AND STRESS


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LEARNING OBJECTIVES

Define interpersonal conflict and review its causes in organizations.

Explain the process by which conflict occurs. Discuss the various modes of managing

conflict. Review a range of negotiation techniques. Discuss the merits of stimulating conflict.


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Distinguish among stressors, stress and stress reactions.

Discuss the role that personality plays in stress.

Review the sources of stress encountered by various organizational role occupants.

Describe behavioural, psychological and physiological reactions to stress and discuss techniques for reducing or coping with stress.


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INTERPERSONAL CONFLICT

A process that occurs when one person, group or organizational subunit frustrates the goal attainment of another.


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CAUSES OF ORGANIZATIONAL CONFLICT

Group Identification and Intergroup Bias

Interdependence

Differences in Power, Status and Culture


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Ambiguity of Goals, Jurisdiction or Performance

Scarce Resources


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TYPES OF CONFLICT

Disputes over Goals

Disputes over Facts

Disputes over Procedures


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THE CONFLICT PROCESS

Winning is more important than developing a good solution to the problem.

Parties to the conflict conceal information or pass distorted information.

Each group becomes more cohesive.


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Contact with the opposite party is discouraged.

There is stereotyping of the opposite party while boosting one’s own position.

On each side, more aggressive people who are skilled at engaging conflict may emerge as leaders.


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MODES OF MANAGING CONFLICT

AVOIDANCE A conflict management style

characterized by low assertiveness of one’s own interests and low cooperation with the other party.


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ACCOMMODATION A conflict management style in

which one cooperates with the other party, while not asserting one’s own interest.


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COMPETING A conflict management style

that maximizes assertiveness and minimizes cooperation.


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COMPROMISE A conflict management style

that combines intermediate levels of assertiveness and cooperation.


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COLLABORATING A conflict management style

that maximizes both assertiveness and cooperation.


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MANAGING CONFLICT WITH NEGOTIATIONS

A decision-making process among interdependent parties who do not share identical preferences.


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DISTRIBUTIVE NEGOTIATION

Win-lose negotiation in which a fixed amount of assets is divided between parties.

It is a single-issue negotiation.


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There is the threat that one party will be punished. Threats have merit as bargaining

tactics.

Promises are pledges that concessions will lead to rewards in the future.


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Sticking to one’s target position, offering few concessions and waiting for the other party to give in will be reciprocated and result in deadlock.

A persuader is likely to be more successful if perceived as expert, likable and unbiased.


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INTEGRATIVE NEGOTIATION

Win-win negotiation that assumes that mutual problem solving can enlarge the assets to be divided between parties.


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There is a free flow of information.

Differences are framed as opportunities.

By cutting costs that the other party associates with an agreement, the chance of settlement increases.


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Increasing available resources is a way to get around the fixed-pie syndrome.

Introducing superordinate goals that are attractive outcomes may help achieve collaboration.


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THIRD PARTY INVOLVEMENT

Mediation

Arbitration


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IS ALL CONFLICT BAD?

Promotes necessary organizational change.

CONFLICT CHANGE ADAPTATION SURVIVAL


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CONFLICT STIMULATION

A strategy of increasing conflict in order to motivate change.

Scarcity and ambiguity could be manipulated by managers to achieve change.


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A MODEL OF STRESS IN ORGANIZATIONS

STRESSORS Environmental events or conditions that have

the potential to induce stress.

STRESS A psychological reaction to the demands

inherent in a stressor that has the potential to make a person feel tense or anxious.


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STRESS REACTIONS The behavioural, psychological

and physiological consequences of stress.


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MODEL OF A STRESS EPISODE


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PERSONALITY AND STRESS

Locus of Control

Type A Behaviour Pattern


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STRESSORS IN ORGANIZATIONAL LIFE

EXECUTIVE AND MANAGERIAL STRESSORS

Role Overload

Heavy Responsibility


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OPERATIVE-LEVEL STRESSORS

Poor Physical Working Conditions

Poor Job Design


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BOUNDARY ROLE STRESSORS Positions in which

organizational members are required to interact with members of other organizations or with the public.


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BURNOUT Emotional exhaustion,

depersonalization and reduced personal accomplishment among those who work with people.


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GENERAL STRESSORS Interpersonal Conflict

Work-Family Conflict

Job Insecurity and Change

Role Ambiguity

Sexual Harassment


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SOURCES OF STRESS


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REACTIONS TO ORGANIZATIONAL STRESS

BEHAVIOURAL REACTIONS Problem Solving

Delegation Time Management Talking It Out Asking for Help Searching for Alternatives


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Withdrawal

Use of Addictive Substances


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PSYCHOLOGICAL REACTIONS Defence Mechanism

Rationalization Projection Displacement Reaction Formation Compensation


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PSYCHOLOGICAL REACTION Increased risk of health

problems.


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REDUCING OR COPINGWITH STRESS

Job Redesign

Social Support

“Family Friendly” Human Resources Policies


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Stress Management Programs

Work/Life Programs

Documents

COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 1 CHAPTER 13 CONFLICT AND STRESS