Dealing with conflicts (sources, escalation, containment)
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=Perspectives on Conflicts= | =Perspectives on Conflicts= | ||
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| − | + | {|class="wikitable" style="width: 100%; height: 200px;" | |
| − | + | ! style="text-align:left;"| '''Unitary view - conflicts are bad''' | |
| − | + | ! style="text-align:left;"| '''Pluralist view - conflicts can be constructive if managed''' | |
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| − | + | |style=" text-align:center;" |Conflicts are negative and destructive | |
| − | '''Pluralist view - conflicts can be constructive if managed''' | + | |style=" text-align:center;" |Controversy is a natural and constructive phenomena |
| − | + | |- | |
| − | + | |style=" text-align:center;" |The organization is a team where the members are expected to work towards a common goal | |
| − | + | |style=" text-align:center;" |Organizations consist of different stakeholders who have different values, views, stories and goals | |
| − | + | |- | |
| + | |style=" text-align:center;" |The common goal is defined by the management | ||
| + | |style=" text-align:center;" |Conflicts emerge as a consequence of colliding differences (controversies) that are not dealt with | ||
| + | |- | ||
| + | |style=" text-align:center;" |Rational behavior is expected and is defined in accordance with company policy | ||
| + | |style=" text-align:center;" | | ||
| + | |} | ||
=Types of Conflicts= | =Types of Conflicts= | ||
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==Examples of Sources of Conflicts in Projects== | ==Examples of Sources of Conflicts in Projects== | ||
| − | + | [[File:Types-of-conflicts.JPG|frameless|center|600x240px]] | |
=When Controversy becomes Conflict= | =When Controversy becomes Conflict= | ||
| − | + | [[File:Controversy.JPG|frameless|center|895x385px]] | |
=Balancing Conflicts and Controversies in Groups= | =Balancing Conflicts and Controversies in Groups= | ||
| − | + | [[File:Balancing-controversies.JPG|frameless|center|620x455px]] | |
| − | + | '''Source:''' | |
Huczynski & Buchanan (2011), Hatch (1997, p.305); Robbins (1998, p.464) | Huczynski & Buchanan (2011), Hatch (1997, p.305); Robbins (1998, p.464) | ||
Latest revision as of 14:19, 10 August 2017
Contents |
[edit] Definition of Conflict
- Conflict is an escalation of a disagreement, and is characterized by the existence of conflict behavior, in which people inolved are actively trying to damage one another.
(Nicholson, 1992)
- An interactive process manifested in incompatibility, disagreement or dissonance within or between social entities. (Rahim, 2010)
[edit] Perspectives on Conflicts
| Unitary view - conflicts are bad | Pluralist view - conflicts can be constructive if managed |
|---|---|
| Conflicts are negative and destructive | Controversy is a natural and constructive phenomena |
| The organization is a team where the members are expected to work towards a common goal | Organizations consist of different stakeholders who have different values, views, stories and goals |
| The common goal is defined by the management | Conflicts emerge as a consequence of colliding differences (controversies) that are not dealt with |
| Rational behavior is expected and is defined in accordance with company policy |
[edit] Types of Conflicts
[edit] Instrumental
Tangible issues like methods, procedures and semantics.
Approach: Problem solving to find the "best" solution
[edit] Interests
Allocation of resources like time, money, labor and space
Approach: Negotiation to find an agreement - enlarge the cake
[edit] Values
Political, moral and religious values
Approach: Dialogue to reach mutual understanding
[edit] Personal
Identity, self-esteem, loyalty, rejection etc.
Approach: Dialogue to reach mutual understanding
[edit] Examples of Sources of Conflicts in Projects
[edit] When Controversy becomes Conflict
[edit] Balancing Conflicts and Controversies in Groups
Source:
Huczynski & Buchanan (2011), Hatch (1997, p.305); Robbins (1998, p.464)
