Laura Heijnen – Working Man
Problem 5. Trouble
Huczynski & Buchanan (2013) – Organizational behavior: An introductory text – Chapter 21: Conflict
Landy & Conte (2013) – Work in the 21st century: An introduction to industrial and organizational
psychology – Chapter 10
McKenna (2012) – Business Psychology and Organizational Behaviour – Chapter 13: Power, politics, and
conflict
Samnani & Singh (2012) – 20 years of workplace bullying research: a review of the antecedents and
consequences of bullying in the workplace
I: (Pro)positions
What factors contribute to a conflict?
Conflict: process that materializes when an individual/group perceives that another
individual/group is frustrating/about to frustrate the attempts of the former to attain a goal.
- Can be triggered by political behaviour.
- Can involve incompatible differences between parties interference/opposition.
- Conflict frame: lens through which parties view the conflict situation relationship
orientation = stress interpersonal aspects; task-orientation = emphasis material
aspects.
- 2 types of conflict in teams:
o Cognitive (C): concrete issues that can be dealt with at intellectual level
more success, because of seeing different viewpoints.
o Affective (A): subjective matters, in emotional domain.
- Difference competition: groups striving for same goal little/no antagonism towards
each other + operating according rules and procedures.
- Perspectives on conflict:
o Unitary: process that’s harmful + should be avoided. Negative outcome of poor
communication, lack of openness and trust between people + inability of
superiors to respond to needs & aspirations of subordinates. Manage is only
source of authority + power & everyone is pulling in same direction/common
goals.
o Pluralist: conflict is natural phenomenon, can be beneficial. Stems from
individuals + groups pursuing own interests task of management to mediate &
compromise. Management doesn’t have sole authority (also trade union
representatives). Different power bases.
o Interactionist/functional/constructive: current perspective – encourages
minimum level of conflict enough conflict to make sure group is viable, self-
critical + creative. Too much harmony, peace, tranquillity + cooperation might
create apathy & produce too great tolerance, with lack of innovation.
Low-moderate levels of subtle + controlled opposition arousal of
motivation creative/non-programmed decision making functional
in group that adopt new + novel approaches to tackle problems.
Opposite is dysfunctional/destructive conflict: produces uncontrolled
opposition + discontent, hampers communications, undermines
cohesiveness, elevates in-fighting between members + eventually has
adverse effect on group effectiveness. Can threaten group survival.
Line between functional + dysfunctional is not clear.
1
Problem 5. Trouble
Huczynski & Buchanan (2013) – Organizational behavior: An introductory text – Chapter 21: Conflict
Landy & Conte (2013) – Work in the 21st century: An introduction to industrial and organizational
psychology – Chapter 10
McKenna (2012) – Business Psychology and Organizational Behaviour – Chapter 13: Power, politics, and
conflict
Samnani & Singh (2012) – 20 years of workplace bullying research: a review of the antecedents and
consequences of bullying in the workplace
I: (Pro)positions
What factors contribute to a conflict?
Conflict: process that materializes when an individual/group perceives that another
individual/group is frustrating/about to frustrate the attempts of the former to attain a goal.
- Can be triggered by political behaviour.
- Can involve incompatible differences between parties interference/opposition.
- Conflict frame: lens through which parties view the conflict situation relationship
orientation = stress interpersonal aspects; task-orientation = emphasis material
aspects.
- 2 types of conflict in teams:
o Cognitive (C): concrete issues that can be dealt with at intellectual level
more success, because of seeing different viewpoints.
o Affective (A): subjective matters, in emotional domain.
- Difference competition: groups striving for same goal little/no antagonism towards
each other + operating according rules and procedures.
- Perspectives on conflict:
o Unitary: process that’s harmful + should be avoided. Negative outcome of poor
communication, lack of openness and trust between people + inability of
superiors to respond to needs & aspirations of subordinates. Manage is only
source of authority + power & everyone is pulling in same direction/common
goals.
o Pluralist: conflict is natural phenomenon, can be beneficial. Stems from
individuals + groups pursuing own interests task of management to mediate &
compromise. Management doesn’t have sole authority (also trade union
representatives). Different power bases.
o Interactionist/functional/constructive: current perspective – encourages
minimum level of conflict enough conflict to make sure group is viable, self-
critical + creative. Too much harmony, peace, tranquillity + cooperation might
create apathy & produce too great tolerance, with lack of innovation.
Low-moderate levels of subtle + controlled opposition arousal of
motivation creative/non-programmed decision making functional
in group that adopt new + novel approaches to tackle problems.
Opposite is dysfunctional/destructive conflict: produces uncontrolled
opposition + discontent, hampers communications, undermines
cohesiveness, elevates in-fighting between members + eventually has
adverse effect on group effectiveness. Can threaten group survival.
Line between functional + dysfunctional is not clear.
1
