BU288 Chapter 13: BU288: Organization Behaviour: Chapter 13 Textbook Assigned Readings
OB Chapter 13: Conflict and Stress
Final Exam Study Note
Pages 354-359
Interpersonal Conflict: The process that occurs when one person, group or organizational subunit
frustrates the goal attainment of another.
• In its classic form, often involves antagonistic attitudes and behaviours
• As for attitudes; parties may develop a dislike for each other, see other as unreasonable or
develop negative stereotypes of their opposites
Causes of Organizational Conflict
Group Identification and Intergroup Bias
• People have a tendency to develop a more positive view of their own “in-group” and a less
positive view of the “out-group” (why = self-esteem)
• The prevalence of intergroup bias means org’ns need to pay attention to managing
relationships between teams
Interdependence
• When mutually dependent on each other to accomplish their own goals potential for conflict
exists
o Necessitates interaction between the parties so that they can coordinate their
interests
o Interdependence implies that each party has some power over the other (can be
abused)
Whether interdependence prompts conflict depends on other conditions…
Differences in Power, Status and Culture
• Power – if dependence is not mutual but one-way, the potential for conflict increases;
antagonism may develop
• Status – occasions when employees with lower status give orders to higher status people (=
resentment and conflict, ex- restaurant)
• Cultures – when two or more different cultures develop, clash in beliefs and values can result
in overt conflict
Ambiguity
• Ambiguous goals, jurisdictions, or performance criteria can lead to conflict
• The formal and informal rules that govern interaction break down
• Hard to see who was responsible for what
Scarce Resources
• Conflict often surfaces in the process of power jockeying for resources
Types of Conflict
❖ Relationship Conflict: Interpersonal tensions among individuals that have to do with their
relationship per se, not the task at hand. (Ex- personality clashes)
❖ Task Conflict: Disagreements about the nature of the work to be done. (ex- different goals)
o Can be beneficial when task is non-routine/ requires variety of perspectives
❖ Process Conflict: Disagreements about how work should be organized and accomplished.
(Ex- responsibility)
❖ Relationship/Process conflict can prevent cohesiveness
Conflict Dynamics
A number of events occur when one or more of the causes of conflict we noted take effect:
1. Winning is more important than developing a good solution to the problem.
2. Parties to the conflict conceal information or pass distorted information.
3. Each group becomes more cohesive.
4. Contact with the opposite party is discouraged.
5. There is stereotyping of the opposite party while boosting one’s own position.
6. On each side, more aggressive people who are skilled at engaging in conflict may emerge as
leaders.
*Escalates to the point that the conflict process itself becomes an additional problem
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.
-The issue is trivial.
-Information is lacking.
-People need to cool down.
-The opponent is very powerful and hostile
Accommodation
A conflict management style
in which one cooperates
with the other party, while
not asserting one’s own
interest.
-You are wrong.
-The issue is more important to the other
party.
-You want to build good will.
Competing/
Maximizing
A conflict management style
that maximizes
assertiveness and minimizes
cooperation.
-You have a lot of power.
-You are sure of your facts.
-The situation is truly win-lose.
-You will not have to interact with the other
party in the future.
Compromise
A conflict management style
that combines intermediate
levels of assertiveness and
cooperation.
-It is a sensible reaction to conflict stemming
from scarce resources and it is a good
fallback position if other strategies fail.
Collaborating
A conflict management style
that maximizes both
assertiveness and
cooperation.
-It is an attempt to secure an integrative
agreement that fully satisfies the interests of
both parties (a win-win resolution).
-It works best when the conflict is not
intense and when each party has
information that is useful to the other.
*Collaboration enhances productivity and achievement ☺
Chapter 13 Pages 465-481
A Model Of Stress In Organizations
Stressors: Environmental events or conditions that have the potential to induce stress.
• Individual personality can determine extent to which potential stressor becomes a real
stressor
Stress: A psychological reaction to the demands inherent in a stressor that has the potential to
make a person feel tense of anxious.
• Person doesn’t feel capable of coping with the demands
• Stress is not intrinsically bad!
Stress Reactions: The behavioural, psychological, and physiological consequences of stress.
• Some are passive responses
o Elevated blood pressure or reduced immune function
• Others are active attempts to cope with stress
o Directed toward dealing directly with the stressor or simply reducing the
anxiety generated by stress (former is best!)
DKY: Similar factors provoke stress/ lead to similar stress reactions around the world!
Personality and Stress
Affects both the extent to which potential stressors are perceived as stressful and the types of stress
reactions that occur.
Locus of Control
• Externals are more likely to feel anxious in the face of potential stressors
• Internals are more likely to confront stressors directly because they assume that this
response wil make a difference.
• Externals prone to simple anxiety-reduction (short-term)
Type A Behaviour Pattern
Defined: A personality pattern that includes aggressiveness, ambitiousness, competiveness, hostility,
impatience, and a sense of time urgency.
• Report heavier workloads, longer work hours and more conflicting work demands
• Encounter/ perceive more stressful situations than most people
• Likely to exhibit adverse physiological reactions in response to stress
• Major contributor = hostility and repressed anger
Document Summary
Interpersonal conflict: the process that occurs when one person, group or organizational subunit frustrates the goal attainment of another. In its classic form, often involves antagonistic attitudes and behaviours: as for attitudes; parties may develop a dislike for each other, see other as unreasonable or develop negative stereotypes of their opposites. Interdependence: when mutually dependent on each other to accomplish their own goals potential for conflict exists, necessitates interaction between the parties so that they can coordinate their interests. Interdependence implies that each party has some power over the other (can be abused) Whether interdependence prompts conflict depends on other conditions . Differences in power, status and culture: power if dependence is not mutual but one-way, the potential for conflict increases; antagonism may develop. Ambiguity: ambiguous goals, jurisdictions, or performance criteria can lead to conflict, the formal and informal rules that govern interaction break down, hard to see who was responsible for what.
