Chris Jarvis
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Management, People & Organisations
Unitary and pluralistic frames of reference Unitary
One set of values, beliefs, commitments Shared understanding & commitment to objectives One source of leadership Team members - All pulling in the same direction Potential for harmony is assumed provided leader communicates well Disagreements è the result of misunderstanding Dissidents – the "rabble" hypothesis
Chris Jarvis
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Management, People & Organisations
Stoking the fires
Doing things "by the book" Poor or dysfunctional communication Picking flights Sabotage & spoiling tactics Disregarding alienation & isolation Public (ritual) humiliation Highlighting faults & failures of others
Anne Mayden Nicoreta et al 1995
Chris Jarvis
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Management, People & Organisations
Sources of conflict
Organisational hierarchy Competition for scarce resources Self-image & stereotypical views of others Differing goals & objectives Failures & resultant blame fixing Poor coordination of activities
Individual processes (aggressive and polite communication, conflict handling, competence) Ways of thinking about it (roles & identities, institutional pressures, cultural and organisational constraints, ethical boundaries) Interactive processes (formal negotiations, cultural & communication processes in international business, negotiation in crises, office resentments and clashes)
Chris Jarvis
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Management, People & Organisations
Factors influencing the manner of resolution
Organisational climate & culture Habituation, custom & practice, status quo Personal or political interests Presence or absence of systems, policies & procedures for managing conflict Individual skill in conflict handling Willingness to compromise
Management, People & Organisations
Managing Conflicts of Interest
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Chris Jarvis
Management, People & Organisations
Definition - Conflict
"a process which begins when one party perceives that the other is frustrated, or is about to frustrate, some concern of his (or her). Thomas, 1976 in B&H p634
"…. A process that has as its objective the ending of conflict between disagreeing parties". B&H pp 653
Chris Jarvis
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Management, People & OrganisationsChris Jarvis
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Management, People & Organisations
Exercise
Review an apparent source of conflict of interest in your organisation
Clients – who is affected? Actors – who are the leading players
and coordinative implications
Environment – what are the characteristics
of the environment in which this is played?
What are the conflicts & interests? How are they manifested (feelings & behaviour)? How would the conflicts normally be resolved? How do you think the participants perceive the resolutions in terms of degree of satisfaction ?
Chris Jarvis
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Management, People & Organisations
Player attitudes
I win – you lose (aggressive) I lose – you win (passive) I lose – you lose (total war) I win – you win (assertive)
Beyond Contract (Fox 1974) agreements are "best we can get at the moment".
(individuals, groups and institutions)
Transformations (what is the content and
process? What is the ground that is being fought over?)
World-view – what is the wider perspective Organisation – what are the organisational
Chris Jarvis
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Management, People & Organisations
Organisational policy and practice on conflict management
What would be the content and coverage of an organisational policy on conflict management? What policy areas? What norms and expectations in terms of behaviour?
Chris Jarvis
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Management, People & Organisations
Attitudes towards conflict
A way of life War ("…all's fair in love & …..")
Attrition Coup de grace
Competition ("…we'll see who gets there first") Avoidance ("…leave well alone") Accommodation ("…no, after you") Compromise ("…split the difference") Collaboration ("…lets work this out together") B&H pp 564-656
Multiple values, beliefs, commitments and objectives Diverse perceptions and understandings Competing sources of leadership and loyalty Individuals & members of separate groups Pulling in different directions – all in same boat but…… Potential for disagreement + conflict is inherent. Natural distrust in management authority Right to challenge decisions and share power Representative participation > dissidents