BS PSY 4 -2
August 23, 2016 Industrial Psychology
GROUP BEHAVIOR, TEAMS AND CONFLICT
REPORTER: DAVID, Jhanine V. GROUP DYNAMICS
Some e!erts generally generally de"ine a grou! as #t$o or more !eo!le $ho perceive $ho perceive themsel%es themsel%es as a grou! and interact in some $ay&' (sing the de"inition o" )ordon $ho *elie%es that "or a collection o" !eo!le to *e called a grou!, the "ollo$ing "our criteria must *e met+ o the mem*ers o" the grou! must see themsel%es as a unit o the grou! must !ro%ide re$ards to its mem*ers o anything that ha!!ens to one mem*er o" the grou! a""ects e%ery other mem*er o the mem*ers o" the grou! must share a common goal
Multiple Members Who Perceive Themselves as a Unit
he grou! must ha%e multi!le mem*ers' At least t$o !eo!le are necessary to "orm a grou!' $o !eo!le in a grou! is no$n as a dad, 3 !eo!le as a !"iad and 4 to 20 !eo!le as a #$a%% &"'() ' Group Rewards
he mem*ershi! in a grou! must *e re$arding "or each indi%idual in a grou!' Corresponding Effects
his his descri descri*e *e that that an e%ent e%ent that a""ects a""ects one grou! grou! mem*er mem*er should should a""ect a""ect all grou! mem*ers' hat is, i" something signi"icant ha!!ens to one !erson and does not a""ect any o" the other !eo!le gathered $ith him.her, then the collection o" the !eo!le cannot *e considered as a grou!'
Common Goals
he grou! must ha%e a common aim or !ur!ose shared *y the mem*ers' REASONS FOR JOINING GROUPS Assignment
In the $or!lace, the most common reason "or /oining grou!s is that em!loyees are assigned to them' A ne$ em!loyee might *e assigned to de!artment $ith 3 em!loyees, em!loyees a!!ointed to !ayroll de!artment, etc'
Phsical Pro!imit
Peo!le tend to "orm grou!s $ith !eo!le $ho either li%e or $or near*y' At $or, em!loyees tend to "orm grou!s that consist o" those $ho $or in the same general area'
Affiliation
ne reason !eo!le /oin grou!s is to *e near and tal to other !eo!le' I" !eo!le are not allo$ed the o!!ortunity "or a""iliation, they mae attem!ts to secure at least minimal contact' hen e%en minimal contact is not !ossi*le, morale and !erha!s e%en the $ill to li%e are lessened'
"dentification
Another reason $e /oin grou!s is our desire "or identi"ication $ith some grou! or cause' It is "ound that "or each generation, the !ur!ose o" the #odd& sel" e!ression may ha%e *een to se!arate onesel" "rom a !re%ious generation and identi"y $ith a ne$, #*etter& generation' A study conducted *y ialdini, he "ound that $hen the "oot*all team $on, the students ans$ered *y saying #e $on'& hen the team lost, the students ans$ered *y saying, #hey lost'& 5e called this identi"ication !rocess #bas$ing in reflected glor% .
Emotional &upport
Peo!le also /oin grou!s to o*tain emotional su!!ort "rom the mem*ers'
Assistance or 'elp
Peo!le o"ten /oin grou!s to o*tain assistance or hel! $hen !ro*lems are encountered' hey see ad%ices "rom the grou! mem*ers to hel! him.her co!e u! "rom the di""icult times' Common "nterests
Peo!le /oin grou!s *ecause they share a common interest' At school, students /oin organiations that o""er acti%ities that match their interests'
Common Goals
Peo!le $ho /oin !olitical !arties eem!li"y *eing in !ursuit o" a common goal' hese !eo!le may also share common interests, *ut their !rimary !ur!ose is to get a !articular !erson or mem*er elected to o""ice'
FACTORS AFFECTING GROUP PERFORMANCE
Group Cohesiveness
It is the etent to $hich grou! mem*ers lie and trust one another, are committed to accom!lishing a team goal, and share a "eeling o" grou! !ride' he more cohesi%e the grou!, the greater its+ o o o o o
!er"ormance decision 7uality mem*er satis"action mem*er interaction em!loyee courtesy
ohesi%eness can also lo$er grou! !er"ormance, es!ecially in a $or setting' hen em!loyees *ecome too cohesi%e, they o"ten lose sight o" the organiational goals' It has *een also demonstrated that em!loyees in cohesi%e $or grou!s $ill con"orm to a norm o" lo$er !roduction e%en though they are ca!a*le o" higher !er"ormance'
G"'() H'$'&enei!
he homogeneity o" a grou! is the etent to $hich its mem*ers are similar' o
o
H'$'&ene'(# G"'() ontains mem*ers $ho are similar in some or most $ays • He!e"'&ene'(# G"'() ontains mem*ers $ho are more di""erent than alie •
Aamodt, 8im*rough, and Aleander hy!othesied that !re%ious research yielded mied results *ecause the com!osition o" the *est !er"orming grou!s $ere actually some$here *et$een com!letely homogeneous and com!letely heterogeneous' his $as la*eled as #%i&h!% he!e"'&ene'(# &"'() ' he homogeneous grou!s result in higher mem*er satis"action, higher le%els o" communication and interaction, and lo$er turno%er' he grou! mem*er $ho is #di""erent& in a slightly heterogeneous grou! may not ha%e the same le%el o" satis"action as the rest o" the grou! mem*ers'
S!a*i%i! '+ Me$*e"#hi)
he greater the sta*ility o" the grou!, the greater the cohesi%eness' )rou!s in $hich mem*ers remain "or long !eriods o" time are more cohesi%e and !er"orm *etter than grou!s that ha%e high turno%er' And grou!s $hose mem*ers ha%e !re%iously $ored together !er"orm *etter than grou!s $hose mem*ers are no t "amiliar $ith one another'
I#'%a!i'n
)rou!s that are isolated or located a$ay "rom other grou!s tend to *e highly cohesi%e'
O(!#ide P"e##("e
)rou!s that are !ressured *y outside "orces also tend to *ecome highly cohesi%e' hen $e *elie%e that someone is trying to intentionally in"luence us to tae some !articular action, $e o"ten react *y doing the o!!osite' his !henomenon is no$n as the )#h'%'&ia% "ea!ane '
G"'() Si-e
)rou!s are most cohesi%e and !er"orm *est $hen grou! sie is small' Studies sho$ that larger grou!s ha%e lo$er !roducti%ity, less coordination, lo$er morale, less acti%e, less cohesi%e, and more critical than smaller grou!s' 9esearch suggests that grou!s !er"orm *est $hen they consist o" a!!roimately "i%e mem*ers' o
o
Addi!ie !a#/# he grou!:s !er"ormance is e7ual to the sum o" the !er"ormance is • e7ual to the sum o" !er"ormances *y each grou! mem*er C'n0(n!ie Ta#/#
he grou!:s !er"ormance de!ends on the least e""ecti%e grou! mem*er Di#0(n!ie Ta#/# he grou!:s !er"ormance is *ased on the most talented grou! mem*er •
o
he addition o" grou! mem*ers has its greatest e""ect $hen the grou! is small as descri*ed *y the #'ia% i$)a! !he'" ' 9esearch indicates that $hen grou! $ors %ia com!uter, mem*ers $hose o!inion is in minority are more liely to e!ress o!inions than $h en a grou! meets "ace to "ace'
G"'() S!a!(#
he higher the grou! status, the greater its cohesi%eness' his is an im!ortant !oint+ A grou! can *e made more cohesi%e *y increasing grou! status' he grou! does actually ha%e to have high status, *ut it is im!ortant that its mem*ers believe they ha%e high status'
Group Abilit and Confidence
)rou!s consisting o" high a*ility mem*ers out!er"orm those $ith lo$ a*ility mem*ers' )rou!s $hose mem*ers *elie%e that their team can *e success"ul *oth at a s!eci"ic tas ;high team e""icacy< and at tass in general ;high team !otency< !er"orm *etter than grou!s $hose mem*ers aren:t as con"ident a*out their !ro*a*ility "or success'
Personalit of the Group Members
)rou!s $hose mem*ers ha%e high tas-related e!erience and score high in the !ersonality dimensions o" o!enness to e!erience and emotional sta*ility $ill !er"orm *etter than grou!s $hose mem*ers do not ha%e the characteristics'
Communication &tructure
=or a grou! to !er"orm success"ully, good communication among mem*ers is essential' A god leader chooses the communication net$or that *est "acilitates the goals o" the grou!'
C'$$(nia!i'n S!"(!("e CHAIN
H'1 i! F(n!i'n# ne !erson !asses in"ormation to others do$n to the line o" hierarchy, $ho then !asses it to their o$n chain o" authority'
CENTRALI2ED
CIRCLE
OPEN
It is characteried *y the central !osition o" the leader $ho is the only one $ho can send messages to all mem*ers' >ach mem*er o" the circle has eactly the same authority or !o$er to in"luence the grou!' All mem*ers are e7ual and that each mem*er may communicate $ith other mem*er'
Group Roles o
o
o
Ta#/ 3 '"ien!ed R'%e# In%ol%e *eha%iors such as o""ering ne$ ideas, coordinating acti%ities and • "inding ne$ in"ormation S'ia% 3 '"ien!ed R'%e# In%ol%e encouraging cohesi%eness and !artici!ation • Indiid(a% R'%e Includes *locing grou! acti%ities, calling attention to onesel", and • a%oiding grou! interaction
REPORTER: VEGA, Mi!'#
FACTORS AFFECTING GROUP PERFORMANCE P"e#ene '+ O!he"#: S'ia% Fai%i!a!i'n and Inhi*i!i'n S'ia% Fai%i!a!i'n in%ol%es the !ositi%e e""ects that occur $hen a !erson !er"orms a tas in the !resence o" others' S'ia% Inhi*i!i'n in%ol%es the negati%e e""ects that occur $hen a !erson !er"orms a tas in the !resence o" others'
Social "acilitation and social inhi*ition can *e "urther delineated *y a(diene e++e!# and 'a!i'n. A(diene E++e! •
is the e""ect on *eha%ior $hen one or more !eo!le !assi%ely $atch the *eha%ior o"
•
another !erson' he strength o" the e""ect o" ha%ing an audience !resent is a "unction o" at least three "actors+
o o o
an audience:s sie its !hysical !roimity to the !erson or grou! status
C'a!i'n is the e""ect on *eha%ior $hen t$o or more !eo!le are !er"orming the same tas in the !resence o" each other' E4)%ainin& S'ia% Fai%i!a!i'n E++e!#
=our e!lanations ha%e each recei%ed some em!irical su!!ort' o Me"e )"e#ene is the theory stating that the %ery "act that others ha!!en to *e o
!resent naturally !roduces arousal and thus may a""ect !er"ormance C'$)a"i#'n is the e""ect $hen an indi%idual $oring on a tas com!ares his or
o
her !er"ormance $ith that o" another !erson ! er"orming the same tas' Ea%(a!i'n a)))"ehen#i'n is the idea that a!erson !er"orming a tas *ecomes
o
aroused *ecause he or she is concerned that others are e%aluating his or her !er"ormance' Di#!"a!in& is the idea that social inhi*ition occurs *ecause the !resence o" others !ro%ides a distraction that inter"eres $ith concentration'
S'ia% L'a+in& •
he "act that indi%iduals in a grou! o"ten eert less indi%idual e""ort than they $ould i"
•
they $ere not in a grou!' =irst in%estigated *y 9ingleman Although it is clear that social loa"ing occurs, es!ecially in !oor !er"ormers, it is not clear
•
$hy it occurs' heories that e!lain $hy social loa"ing o ccurs are the "ollo$ing+ )rou! mem*ers realie that their indi%idual e""orts $ill not *e noticed, there is o
•
o
little chance o" indi%idual re$ard' F"ee "ide" !he'" !ostulates that $hen things are going $ell, a grou! mem*er
o
realies that his e""ort is not necessary and thus does not $or as hard as he $ould i" he $ere alone' S(/e" e++e! hy!othesies that social loa"ing occurs $hen a grou! mem*er
notices that other grou! mem*ers are not $oring hard and thus are #!laying him "or a sucer& Social loa"ing can *e reduced *y e%aluating em!loyees on their indi%idual contri*ution to the grou!, !osting !er"ormance results, e!laining the lin *et$een indi%idual e""ort and grou! !er"ormance, and re$arding those $ho achie%e'
H'1 d'e# a $ana&e" /n'1 1he!he" !' a##i&n e$)%'ee# !' a &"'() '" hae !he e$)%'ee# 1'"/ a%'ne5
I" the tas is com!le and not $ell learned, em!loyees should $or alone'
I" the tas is easy and $ell learned, and each indi%idual:s !er"ormance can *e identi"ied, $oring in grou!s might *e *est' Indiid(a% D'$inane
$hen the mem*er o" a grou! dominated the grou!' G"'()!hin/
a state o" mind in $hich a grou! is so concerned a*out its o$n cohesi%eness that it ignores im!ortant in"ormation' It $as coined *y ?anis a"ter studying the disastrous Bay o" Pigs in%asion in 1@61' )rou!thin most o"ten occur $hen the grou! o Is cohesi%e Is insulated "rom 7uali"ied outsiders o o 5as an illusion o" in%ulnera*ility, in"alli*ity, or *oth o Belie%es that it is morally su!erior to its ad%ersaries o Is under great !ressure to con"orm o 5as a leader $ho !romotes a "a%orite solution o 5as gateee!ers $ho ee! in"ormation "rom other grou! mem*ers )rou!thin can *e reduced in se%eral $ays+ o he grou! leader should not state his o$n !osition or *elie"s until late in the o
decision-maing !rocess' he leader should !romote o!en discussion and encourage grouo mem*ers to
o
s!ea' A grou! or committee can *e se!arated into su*grou!s to increase tha chance o"
o
disagreement' ne grou! mem*er can *e assigned the /o* o" dei%6# ad'a!e7 a grou! mem*er $ho intentionally !ro%ides o!!osing o!inion that e!ressed *y the leader or the ma/ority o" the grou!'
Indiid(a% e"#(# G"'() Pe"+'"$ane N'$ina% G"'() is a collecttion o" indi%iduals $hose results are !ooled *ut $ho ne%er interact $ith one another' In!e"a!in& &"'() is a collection o" indi%iduals $ho $or together to !er"orm a tas' G"'() )'%a"i-a!i'n o Suggests that grou! mem*ers $ill shi"t their *elie"s to a more etreme %ersion o"
$hat they already *elie%e indi%idually B"ain#!'"$in& is a techni7ue in $hich ideas are generated *y !eo!le in a grou! setting'
TEAMS
eams $or *est in situations in $hich • • • •
he /o* re7uires high le%els o" interaction A team a!!roach $ill sim!li"y the /o* A team can do something an indi%idual cannot here is time to create and !ro!erly train team mem*ers
8ha! i# a 1'"/ !ea$5
A $or team is a collection o" three or more indi%iduals $ho interact intensi%ely to !ro%ide an organiational !roduct, !lan, decision, or ser%ice' Fa!'"# !' *e 'n#ide"ed *e+'"e a%%in& a &"'() '+ indiid(a%# a !ea$ Iden!i+ia!i'n is the etent to $hich grou! mem*ers identi"y $ith the team rather than $ith other grou!s' In!e"de)endene is the etent to $hich team mem*ers need and rely on other team mem*ers P'1e" di++e"en!ia!i'n is the etent to $hich team mem*ers ha%e the same le%el o" !o$er and res!ect' S'ia% di#!ane is the etent to $hich team mem*ers treat each other in "riendly, in"ormal manner' C'n+%i! $ana&e$en! !a!i# ' eam mem*ers res!ond to con"lict *y colla*orating and try to understand the others: %ie$s, mae attem!ts to com!romise, and use nonthreathening tones' Ne&'!ia!i'n )"'e##. In teams, mem*ers negotiate in 1in71in #!%e in $hich the goal is "or e%ery one to come out ahead' Tea$# di++e" in !1' '!he" 1a#: Pe"$anen is the etent to $hich a team $ill remain together or * dis*anded a"ter a tas has *een accom!lished P"'4i$i! is the !hysical distance *et$een !eo!le' •
Vi"!(a% !ea$# are teams that communicate through email rather than "ace to "ace'
REPORTER: OLASIMAN, E%#*e!h
TYPE OF TEAMS AND GROUP CONFLICTS
In a ty!ical $or setting, the !"adi!i'na% a))"'ah is usually !racticed $here in di""erent em!loyees assigned to !er"orm s!eci"ic tass ;e'g' manager, che", /anitor, $aiter, etc'< *ut in a !ea$ a))"'ah $orers are cross-trained to !er"orm all o" the tass' here $ould *e no su!er%isor and each indi%idual $ould *e called a team mem*er': Be"ore teams *ecome teams, they undergo a !rocess o" de%elo!ing one "irst' ucman !ro!osed an in"luential !he'" '+ !ea$ dee%')$en! in 9;< ' 5e !ro!osed that teams go through +'(" dee%')$en!a% )ha#e# + 9. F'"$in& #!a&e + team mem*ers get to no$ each other and decide roles' em*ers are on their *est *eha%ior as they try to im!ress and get along $ith others' hey are ecited a*out the !otential to accom!lish $or and anious a*out $oring $ith others' hen the team concentrates on clari"ying its mission, determining goals, deciding on tass, setting rules and !rocedures and de%elo!ing alternati%e courses o" action to achie%e their goals' =. S!'"$in& #!a&e + good *eha%ior disa!!earsC team mem*ers *ecome "rustrated $ith their roles, sho$ stress o" *alancing their !re%ious duties $ith their ne$ team res!onsi*ilities and 7uestion $hether they ha%e the a*ility to accom!lish their goals' em*ers *egin to disagree and challenge each other:s ideas' =rom this, the team o"ten gets the energy to !er"orm $ell in later stages' >. N'"$in& #!a&e+ mem*ers *egin to acno$ledge the reality o" the team *y acce!ting the team leader and $or directly $ith other team mem*ers' em*ers ha%e either acce!ted their initial roles or made ad/ustments to roles *etter suited "or them' ?. Pe"+'"$in& #!a&e + team *egins to accom!lish goals, maes inno%ati%e suggestions, !artici!ates at high le%els, continually monitors its !rogress to$ard goals, determines additional resources that might *e needed, !ro%ides assistance and "eed*ac to team mem*ers, and maes necessary strategic ad/ustments'
eams are created *ased on %arious "actors' here are t$o ma/or characteristics $here teams di""er+ !e$)'"a% d("a!i'n ;ad hoc %s' ongoing< and )"'d(! !)e ;!ro/ect %s' !roduction< as sur%eyed *y De%ine et al' ;1@@@<' 5o$e%er, ohen and Bayley ;1@@E< determined +'(" a!e&'"ie# $herein teams $ere classi"ied+ 8'"/ Tea$# grou! o" em!loyees $ho manage themsel%es, assign /o*s, !lan and schedule $or, mae
$or-related decisions, and sol%e $or-related !ro*lems ;e'g' !roduction teams and customer ser%ice teams<' "ormed to !roduce goods, !ro%ide ser%ice or increase the 7uality and cost-e""ecti%eness o" a !roduct or system
C"e1# are grou! o" e!ert s!ecialists ha%ing s!eci"ic role !ositions, !er"orm *rie" e%ents
that are closely synchronied $ith each other and re!eat these e%ents across di""erent en%ironmental conditions' ;e'g' "ire"ighters, "light cre$< hey are an im!ortant ty!e o" $or team' hey are less a""ected *y changes in mem*ershi! *ecause they are highly trained s!ecialists and o"ten rely on technology' Pa"a%%e% Tea$# @C"'##7+(n!i'na% Tea$# 9e!resentati%es "rom %arious de!artments or "unctions $ithin an organiation em*ers are o"ten torn *et$een re!resenting the interests o" their "unction and doing
$hat is *est "or the organiation as a $hole that is $hy *(i%din& !"(#! , "eeiin& #())'"! "rom each "unctional area and hain& a %ea" )(")'#e is im!ortant' P"'0e! Tea$# =ormed to !roduce one-time out!uts Dismantled once the team:s goal has *een accom!lished ;e'g' creating a ne$ !roduct,
installing ne$ so"t$are system< Mana&e$en! Tea$# res!onsi*le "or !ro%iding general direction and assistance to the teams mentioned a*o%e coordinate, manage, ad%ice and direct em!loyees and teams
Although there has *een an a*undance o" ad%ice a*out ho$ to create success"ul teams, scienti"ic literature suggests that teams are seldom more effective than individuals ;Allen F 5echt, 2004<' oran, ussel$hite and Genger identi"ied the '$$'n )"'*%e$# en'(n!e"ed * !ea$# ' 5ere are the si most im!ortant ones+ The Tea$ I# N'! a Tea$ -eams aren:t o"ten success"ul *ecause they are teams in name only' E4e##ie Mee!in& Re(i"e$en!# -eams either meet too in"re7uently or so o"ten that they $aste time $hen they do meet' -he tendency to stretch a meeting can reduce the moti%ation and enthusiasm o" a team' The /e !' #(e##+(% !ea$ $ee!in&# i# !' %i$i! !he !')i# !' *e di#(##ed and !' $ee! 'n% 1hen !he en!i"e !ea$ i# needed !' 'n!"i*(!e. La/ '+ E$)'1e"$en! -eams are not gi%en su""icient authority to conduct their *usiness' -eams aren:t em!o$ered *ecause managers $orry that the /o* $on:t *e done correctly, the teams are mo%ing too "ast and the teams $ill o%erste! their *oundaries such that other !arts o" the organiation $ill *e a""ected ;oran etl al', 1@@6<' -It is common "or team mem*ers to re/ect their em!o$erment status *ecause its ad%antages come $ith the ris o" maing mistaes and getting others angry'
E$)'1e"$en! i# e##en!ia% +'" !he #(e## '+ $'#! !ea$#. P"')e"% e$)'1e"in& !ea$# 1'(%d &ie !he$ !he a(!h'"i! !' 'e"'$e !he )'%i!ia% "e#i#!ane '+ eah a++e!ed de)a"!$en!. La/ '+ S/i%% -eam mem*ers lac either the sills needed to $or in a team or the e!ertise to sol%e the !ro*lem' Tea$# 1h'#e $e$*e"# a"e *"i&h!, 'n#ien!i'(#, e4!"ae"!ed and e$'!i'na%% #!a*%e )e"+'"$ *e!!e" !han !ea$# 1h'#e $e$*e"# d' n'! )'##e## #(h ha"a!e"i#!i# ;Barric, Ste$art, Heu*ert, Fount, 1@@C De%ine F Philli!s, 2001<' Di#!"(#! '+ !he Tea$ P"'e## -any teams do not succeed *ecause management doesn:t trust the conce!t o" teams' Some o" the distrust comes "rom $ana&e"# *ein& (n1i%%in& !' &ie () an a(!h'"i! $hile some source o" distrust is due to the "act that n'! a%% 1'"/ i# a))"')"ia!e +'" !ea$#' Tea$ $e$*e"# $(#! *e "ee)!ie !' !he !ea$ )"'e## ' Un%ea" O*0e!ie# Tea$# 1'"/ *e#! 1hen !he /n'1 1h !he 1e"e +'"$ed, 1ha! !he a"e e4)e!ed !' a'$)%i#h and 1hen !he a"e #())'#ed !' *e +ini#hed.
G"'() C'n+%i! C'n+%i! is the psychological and behavioral reaction to a perception that another person is either keeping you from reaching a goal, taking away your right to behave in a particular way or violating the expectancies of a relationship' he le%el o" con"lict that occurs is a "unction o" the importance of the goal, behavior or relationship' ne o" the ey com!onents o" con"lict is )e"e)!i'n ' on"lict is o"ten the result o" one:s mis!erce!tion o" another:s goals, intentions or *eha%ior' In order to resol%e the con"lict, it is im!ortant "or each !arty to discuss their !erce!tions o" the situation'
According to a meta-analysis *y De Dreu and eingart in 2003, most con"licts result in lo$er team !er"ormance and lo$er mem*er satis"action' his is a d#+(n!i'na% 'n+%i! that keeps people from working together, lessens productivity, spreads to other areas and increases turnover ' It usually occurs $hen one o" *oth !arties "eel a loss o" control due to the actions o" the other !arty and has its great e""ect on team !er"ormance $hen the tas *eing !er"ormed is com!le' ost o" the times con"lict is dys"unctional *ut there are times $hen a moderate degree o" con"lict can result in *etter !er"ormance' It is called a +(n!i'na% 'n+%i! - conflict in moderate levels that can stimulate new ideas, increase friendly competition, increase team effectiveness and reduce the risks of much larger conflicts. T)e# '+ C'n+%i!
In!e")e"#'na% C'n+%i! occurs *et$een t$o indi%iduals Indiid(a%7G"'() C'n+%i! • occurs $hen the indi%idual:s needs are di""erent "rom the grou!:s needs, goals or norms G"'()7G"'() C'n+%i! occurs *et$een t$o or more grou!s, annually as de!artments "ight "or *udget allocations and s!ace'
on"lict can occur $hen $oring $ith others' here must *e reasons "or ha%ing mis!erce!tions o" an indi%idual to$ards others' 5ere are se%eral "actors ;reasons< that cause con"lict to arise+ C'$)e!i!i'n +'" Re#'("e# In grou!s, con"lict occurs $hen demand "or resources eceeds its su!!ly' It is es!ecially true $hen there is not enough money, s!ace, !ersonnel or e7ui!ment to satis"y the needs o" e%ery !erson or e%ery grou!' Ta#/ Inde)endene on"lict occurs $hen the !er"ormance o" some grou! mem*ers de!ends on the !er"ormance o" other grou! mem*ers' on"lict is liely to arise $hen t$o grou!s $ho rely on each other ha%e con"licting goals' J("i#di!i'na% A$*i&(i! on"lict ascends $hen geogra!hical *oundaries or lines o" authority are unclear' hen lines are unclear, con"lict is most liely to result $hen ne$ situations and relationshi!s de%elo!' o a%oid this, thorough use o" /o* descri!tion and u!-to-date organiational charts is %ital' C'$$(nia!i'n Ba""ie"# Barriers to inter!ersonal communication *e it !hysical ;se!arate locations on di""erent "loors or *uildings<, cultural ;di""erent language or customs< or !sychological ;di""erent styles or !ersonalities< can cause con"lict' Be%ie+# Another cause o" con"lict is the *elie" systems o" indi%iduals or grou!s' Belie" such as the "ollo$ing listed *elo$ are most liely to cause con"lict' hey are su!erior to other !eo!le or grou!s hey ha%e *een mistreated *y others hey are %ulnera*le to others and are in harm:s $ay hey cannot trust others hey are hel!less or !o$erless Pe"#'na%i! on"lict is o"ten the result o" !eo!le $ith incom!ati*le !ersonalities $ho must $or together' Some !eo!le are generally more di""icult to $or $ith ;di""icult !eo!le<' A*normally high needs "or control, !er"ection a!!ro%al or attention "orm the *asis "or the di""icult !ersonality'
Peo!le ha%e di""erent $ays o" dealing $ith con"licts' It can *e measured *y the Rahi$ O"&ani-a!i'na% C'n+%i! Inen!'" II or *y the C'hen C'n+%i! Re#)'n#e Inen!'" ' According to e!erts, there are +ie '$$'n 'n+%i! #!%e# + A'idin& S!%e 7ignoring the con"lict and ho!e it $ill resol%e itsel", $ithdra$al "rom the situation -only !ost!ones con"lict rather than !re%ents it -T"ian&%in&+ a "orm o" a%oidance that is $hen an em!loyee discusses the con"lict $ith the third !arty in ho!es that the third !arty $ill tal to the second !arty and con"lict $ill *e resol%ed $ithout ha%ing the t$o !arties meet'
A'$'da!in& S!%e -a !erson, so $illing to resol%e the con"lict, gi%es in and riss hurting himsel"' hey are %ie$ed as coo!erati%e *ut $ea'
F'"in& S!%e 7:handles con"lict in a $in-lose "ashion and does $hat it taes to $in $ith little regard "or the other !erson'
C'%%a*'"a!in& S!%e 7see $in-$in solutions $herein *oth sides get $hat they $antC time consuming
C'$)"'$i#in& S!%e
-ado!ts gi%e-and-tae tactics that ena*le each side to get some o" $hat it $ants *ut not e%erything it $antsC a solution that $ould *ene"it *oth sides -ne&'!ia!i'n and *a"&ainin& -ae)!a*%e '$)"'$i#e + "alls $ithin the settlement range "or *oth sides -settlement range is *et$een the %ea#! ae)!a*%e "e#(%! @LAR $hich is the lo$est settlement the !erson is $illing to acce!t, and the $a4i$($ #())'"!a*%e )'#i!i'n @MSP $hich is the initial o""er' -Be#! a%!e"na!ie !' a ne&'!ia!ed a&"ee$en! @BATNA is the *est alternati%e that negotiators ha%e i" they can:t reach an agreement'
=inally a"ter learning a*out con"licts, it is essential to no$ ho$ to resol%e it as $ell' A ey to resol%ing con"lict is to reduce tension and increase trust *et$een the t$o !arties' P"i'" !' C'n+%i! O(""in& -An organiation should ha%e a "ormal !olicy on ho con"lict is to *e handled' ->m!loyees should recei%e training on the causes o" con"lict, $ays to !re%ent it and strategies "or resol%ing it' 8hen C'n+%i! Fi"#! O("# -*oth !arties should *e encourage to use the con"lict resolution sills they learned in training to resol%e con"licts on their o$n' -reduce tension and increase trust, con"licts can *e resol%e through negotiation -*oth !arties e!lain their !erce!tion o" the !ro*lem' he focus should not be on who the employee is but rather what he has done. -on"lict is la*eled di#)(!e $hen *oth !arties can:t agree' here is a need "or third-!arty inter%ention' -C'')e"a!"ie )"'*%e$ #'%in& + re!resentati%es $or to de"ine the !ro*lem, identi"y !ossi*le solutions and arri%e at the *est one' Thi"d7Pa"! In!e"en!i'n -!ro%ided through $edia!i'n ;third !arty hel!s *oth !arties in reaching a mutually aggrea*le solution to the con"lict< and a"*i!"a!i'n ;listens to *oth sides and then maes a decision< -Ar*itration decisions can *e *indin& ;*oth sides agree to a*ide *y the decision no matter $hat< or n'n*indin& ;one or *oth sides can re/ect an un"a%ora*le decision<'
