Managing Conflict in Organizations (Paperback, 5 ed)

Preface Chapter 1: Social Conflict Construct Summary Contributions from Various Disciplines Philosophy Plato and Aristotle Hobbes and Locke Hegel and Marx Dewey Biological Science Darwin Sociology and Psychology Simmel Mayo Parsons Coser Functional Outcomes Dysfunctional Outcomes Organizational Conflict The Classical View of Organizational Conflict Taylor Fayol Weber Follett Concluding Comments on the Classical View of Organizational Conflict The Modern View of Organizational Conflict Chapter 2: Nature of Conflict Summary Defining Conflict Threshold and Grey-Zone Conflicts Conflict and Competition Classifying Conflict Antecedent Conditions Substantive Conflict Affective Conflict Process Conflict Other Forms of Substantive?Affective Conflict Transforming Conflict Masquerading conflict Goal Conflict Conflict of Interest Conflict of Values Structural or Institutionalized Conflict Realistic versus Nonrealistic Conflict Retributive Conflict Misattributed Conflict Displaced Conflict Levels of Analysis Intrapersonal Conflict Interpersonal Conflict Intragroup Conflict Intergroup Conflict Styles of Handling Interpersonal Conflict Model of Two Styles Model of Three Styles Model of Four Styles Model of Five Styles Integrating Style Obliging Style Dominating Style Avoiding Style Compromising Style Integrative and Distributive Dimensions Problem Solving Strategy Chapter 3: Organizational Learning and Effectiveness Summary Defining Organizational Learning Although the concept of organizational learning was formally introduced by Simon (1953/1976; see also Argyris, 1976), it has not received much attention in the organizational literature until recently. Organizational learning involves: Knowledge acquisition, Knowledge distribution, Information interpretation, and Organizational memorization (i.e., preserving information for future access and use). Types of Learning Single-Loop Learning Double-loop Learning Organizational Effectiveness Goal Attainment System Resource Internal Process Strategic Constituencies What is an Appropriate Effectiveness Model? Measurement of Effectiveness Characteristics of the Old Paradigm Individual Defensive Reasoning Organizational Defensive Routines Problem Solving Process Problem Recognition Problem Sensing Problem Formulation Planning for Change Recommending solutions to problems Preparing plans for intervention Implementation Putting Plans for action Review of Outcomes and Taking Corrective Actions Avoiding Type III Errors Select the Right Stakeholders Expand your options Phase problems correctly Extend the Boundaries of Problems Think Systemically Conflict Management in the New Paradigm Chapter 4: Conflict Management Design Summary Nature of Conflict Management Substantive Conflict Affective Conflict Process conflict Transforming conflict Masquerading Conflicts Inverted?U Function Paradox of Conflict Conflict Management Styles Matching Styles with Situations Integrating style Obliging Style Dominating Style Avoiding Style Compromising Style Criteria for Conflict Management Organizational Learning and Effectiveness Needs of Stakeholders Ethics Conflict Management Strategy Minimize Conflict Substantive Conflict Learn Conflict Management Strategies Contingency Approach Conflict Management Process Diagnosis Measurement Analysis Intervention Process Leadership Leaders as Teachers Leaders with social intelligence Situational awareness Situational response Cognitive empathy Social skills Organizational culture Structural Major Research Challenges Chapter 5: Intrapersonal Conflict Summary Types of Intrapersonal Conflict Approach?Approach Conflict Approach?Avoidance Conflict Double Approach?Avoidance Conflict Avoidance?Avoidance Conflict Role Role Conflict Intrasender Conflict Intersender Conflict Interrole Conflict Intrarole (Person-Role) Conflict Role Overload and Underload Role Ambiguity A Model of Role Conflict and Ambiguity Consequences of Role Conflict Managing Intrapersonal Conflict Diagnosis Measurement Analysis National Norms Sources Misassignment and Goal Incongruence Inappropriate Demand on Capacity Organization Structure Supervisory Style Position Personality Intervention Process Technique of Role Analysis Purpose of role Role perception Expectations of role occupant Expectations from role occupant Role profile Structural Job Design Skill variety Task identity Task significance Autonomy Feedback Moderators Knowledge and skill Growth need strength "Context" satisfaction Chapter 6: Interpersonal Conflict Summary Prisoner's Dilemma A Model of Conflict Antecedent Conditions Perceptual and Behavioral Changes Structure Formation Decision Process Conflict Aftermath Consequences of Interpersonal Conflict Individual and Group Performance Individual and Organizational Outcomes Negotiation Separate the People from the Problem Focus on Interests, Not Positions Invent Options for Mutual Gain Fixed-pie Assumption Premature Judgments Searching for a Single Answer A Assumes that B is Responsible for Satisfying A’s Interests Insist on Using Objective Criteria The BATNA Principle Hard, Soft, and Principled Negotiating Styles Managing Interpersonal Conflict Diagnosis Measurement Analysis Collegiate Norms National Norms Sources Personality Gender Face Negotiation Theory Conflict-Managenent in a Global Setting Bases of Power Organizational Climate/Culture Referent Role Intervention Process Transactional Analysis Structural, or personality, analysis Parent ego state Adult ego state Child ego state Transactional analysis proper Complementary transaction Uncomplimentary, or crossed transaction Ulterior transaction Life positions Structural Appeal to Authority Corporate Ombudsperson Chaper 7: Intragroup Conflict Summary Types of Groups Formal Groups Task Group Types of Task Groups Interacting group Coaching group Counteracting group Project Groups Informal Groups Interest Groups Friendship Groups Effects of Intragroup Conflict Earlier Studies Contemporary Studies Substantive conflict Affective conflict Process conflict Transforming conflict Masquerading conflict Managing Intragroup Conflict Diagnosis Measurement Analysis Collegiate norms National Norms Sources Leadership Style Situation A Situation B Situation C Task Structure Group Composition Conflict Asymmetry Size Cohesiveness and Groupthink Invulnerability Rationale Morality Stereotypes Pressure Self-Censorship Unanimity Mindguards External Threats Intervention Process Team Building Structural Chapter 8: Intergroup Conflict Summary Dynamics of Intergroup Conflict Perceptual and Behavioral Changes Structure Formation Decision Process Conflict Aftermath Effects of Intergroup Conflict Managing Intergroup Conflict Diagnosis Measurement Analysis National Norms Sources System Differentiation Task Interdependence Dependence on Scarce Resources Jurisdictional Ambiguity Relationship Between Line and Staff Intervention Process Intergroup Problem Solving Problem Formulation Problem Solution Implementation Plan Implementation of the Plan Implementation Review Organizational Mirroring. Structural Analysis of Task Interdependence Chapter 9: Ethics and Morality Summary Ethics and Morality Defined Behavioral Perspectives for Conflict Management Ethical Evaluation of Conflict Management Ethics and Leadership Structure Four Methods of Discourse Logistic Method Problematic Method Dialectical Method Agonistic Method General Appropriateness of the Methods Logistic method Problematic method Dialectic Method Agnostic Method Practical Methods and Conflict Management Styles Integrating Style Obliging Style Dominating Style Avoiding Style Compromising Style Stages of Moral Development Pre-Conventional Level Conventional Level Post-Conventional Level Empirical Study on Stages and Styles Implications for Organizations Integrating method Training in conflict management Dominating and avoiding styles Training in moral development Stakeholder advocate Ethics officer Chapter 10: The Measurement of Conflict Summary Development of the ROCI?I Exploratory Factor Analysis Reliability Coefficients Social Desirability Response Set Confirmatory Factor Analysis Convergent Validity Discriminant Validity Confirmatory Factor Analysis in Two Additional Samples Factor Invariance Invariance Across Samples Invariance Across Levels Development of the ROCI?II Exploratory Factor Analysis Reliability Coefficients Social Desirability Response Set Confirmatory Factor Analysis Convergent Validity Discriminant Validity Confirmatory Factor Analysis in Five Additional Samples Factor Invariance Invariance for Forms Invariance Across Levels Invariance Across Samples Uses of the Inventories Organizational Diagnosis Management Training Teaching Research Sample Items of the ROCI?I and ROCI?II Chapter 11: Epilogue A Design for Managing Conflict Intrapersonal Conflict Interpersonal Conflict Intragroup Conflict Intergroup Conflict Ethics of Managing Conflict Measurement of Conflict Appendix A: Cases Case 1: Allen Manufacturing Corporation Production Department Maintenance Department Incident 1 Incident 2 Case 2: New Employee at the Credit Union Hiring a New Employee Breach of Confidence Dealing with a Member Improper Work Procedures Case 3: Minnis Service Emergency Service Call Friday Meeting Another Incident Case 4: The Hormel Strike at Austin, Minnesota Collective Bargaining History, 1933?1954 A Guaranteed Annual Wage A "No-layoff" Policy Worker Autonomy 1954?1982 1983 1984 1985 1986 Appendix B: Exercises Exercise 1: Contract Building Exercise 2: Technique of Role Analysis Exercise 3: Job Design Exercise 4: Transactional Analysis Exercise 5: Managing Interpersonal Conflict Exercise 6: Team Building Exercise 7: Intergroup Problem Solving Exercise 8: Organizational Mirroring Exercise 9: Analysis of Task Interdependence References Name Index Subject Index