JRE420 — People Management and Organizational Behaviour
- causes of organisational conflict
- power: control, influence
- types of conflict
- relationship conflict — not necessarily about tasks or activities or actions. more focused on individual self and interactions with the other person. this is less common in organisational settings compared to task/process
- harder to resolve bc it’s rooted in our personality
- task conflict — focused on goals you have together. what we have to do
- process conflict — i.e., should one person do this, should we do it as a group. how we should do something
- relationship conflict — not necessarily about tasks or activities or actions. more focused on individual self and interactions with the other person. this is less common in organisational settings compared to task/process
- consequences
- not all conflict is detrimental — can motivate change
- modes of managing conflict
- assertive: advocating for yourself or your group
- cooperation: how much you’re willing to satisfy others
- graph
- accommodation — when we think the others are right, if issue affects them more than it affects us. when we want to win favour
- avoidance
- competition
- compromise — can lead to lose-lose situations, no one’s wants are met. so no one is happy. not necessarily the middle of the road solution
- collaboration — not always purely win-win, but pretty close!
- is all conflict bad?
- trying to figure out how to solve things. maybe finding a solution that isn’t immediately obvious to us
- more likely to think about other people’s ideas or alternative possibilities
- conflict debt
- it’s easy to walk away from unresolved problems, especially small ones
- sometimes we don’t know how to solve, sometimes we don’t think it’s our position to solve
- build-up of minor issues/problems
- can happen professionally or personally