Conflict Management in the Workplace
Rahim ch. 6, 7, 8
Jennifer J. Robertson
09/21/2013
Learning Outcomes
1. Articulate Rahim’s (2011) theoretical model of organizational
conflict.
2. Define the concepts, sources of conflict, and management
strategies of interpersonal, intragroup, and intergroup
conflict.
3. Describe how culture can contribute to conflict within the
organization.
4. Evaluate a case study and apply the correct conflict
management strategies.
Categories of Organizational Conflict
•
•
•
•
Intrapersonal
Interpersonal
Intragroup
Intergroup
Definitions
CONFLICT: Conflict is defined as an interactive process manifested
in incompatibility, disagreement, or dissonance within or between
social entities (Rahim, 2011).
ORGANIZATIONAL LEARNING: Involves knowledge acquisition,
knowledge distribution, information interpretation, and
organizational memorization. It is a process of detection (cognitive)
and correction (behavioral) of error (Argyris & Schön, 1996).
CONFLICT MANAGEMENT: Involves designing effective strategies to
minimize the dysfunctions of conflict and enhancing the
constructive functions of conflict in order to improve learning and
effectiveness in an organization (Rahim, 2011).
Rahim’s (2011) Theoretical Model of
Organizational Conflict
Antecedent Conditions
Process
Demographic
Differences
Structural
CONFLICT
Behavioral
Changes
Structure
Formation
Decision
Process
Conflict
Aftermath
Categories of Organizational Conflict
Work in groups to
put the correct
information under
each category on
your chart.
Interpersonal Conflict
Five Styles for Handling
Interpersonal Conflict
• Integrating
• Obliging
• Dominating
• Avoiding
• Compromising
Negotiation
1. Separate the people from
the problem. Take the
emotions out of it.
2. Focus on interests, not
positions. Find
alternatives.
3. Invent options for mutual
gain. Brainstorm multiple
solutions.
4. Insist on using objective
criteria.
Managing Interpersonal Conflict
Intragroup & Intergroup Conflict
Types of Conflict
• Affective
• Process
• Substantive
Sources of Conflict
INTRAGROUP:
• Leadership style
• Task structure
• Group composition
• Conflict asymmetry
(different
perceptions)
• Cohesiveness and
groupthink
• External threats
INTERGROUP:
• Different competing
systems
• Task interdependence
• Dependence on
scarce resources
• Jurisdictional
ambiguity
• Relationship between
line and staff
Managing Group Conflict
Diagnose the problem
Implement an intervention:
– Process: team-building
activities
– Structural: change the
group composition
Agree or Disagree?
Cooperation or lack of conflict generally
induces positive relations among group
members, but they may not attain the
highest level of performance.
Rahim, 2011, p. 119
Cross-Cultural Conflicts in the Workplace
Cross-Cultural Conflicts in the Workplace
Cross-cultural conflict can be defined as conflict generated,
and perhaps exacerbated or perpetuated, by cultural
differences among the groups involved in the conflict. A
person’s culture informs his or her worldview, moral code,
judgments, and ideas or perceptions about others. Of course,
these aspects of a culture can be incorrect or misinformed,
leading to conflict with other cultures or groups of people.
The power of culture is strong, however, and it can be difficult
to overcome cross-cultural conflict, as evidenced by the
numerous conflicts between different cultural groups that
continue to rage around the world today.
--A. Kinney, www.ehow.com, What Is Cross-Cultural Conflict?
Cross-Cultural Conflicts in the Workplace
Geert Hofstede’s Cultural Dimensions Theory:
– Power Distance (PDI)
– Individualism vs. Collectivism (IDV)
– Masculinity vs. Femininity (MAS)
– Uncertainty Avoidance (UAI)
– Long Term vs. Short-Term Orientation (LTO)
– Indulgence vs. Restraint (IVR)
Culture’s influence is not uniform across its members or consistent in each
individual across situations (Liu, et al., 2012).
Cross-Cultural Conflicts in the Workplace
Face Negotiation Theory
Conflicts occur when two or
more individuals of different
ethnicities and cultures meet
and work together. The
concept of “face” is defined as
“a projected image of one’s self
in a relational situation” (TingToomey, 1988).
Self Face vs. Other Face and Mutual Face
Individualist Cultures – concerned with “self face.”
People are independent, dominating, and interested
in protecting their own interests.
– English-speaking countries
Collectivistic Cultures – concerned with “other face
and mutual face.” They impose great focus on
teamwork and mutual benefit.
– Asian and Latin American countries
Case Study
Work in pairs or small
groups to read the
case study and answer
the questions.
Closing: Fist to Five
I have a better understanding
of the meanings of
interpersonal, intragroup,
intergroup conflict, the
sources of conflict, and the
management strategies to
conflict.