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Teamwork and conflict management - Coggle Diagram
Teamwork and conflict management
Groups in organizations
Groupthink (Janis, 1971)
Encourage members to act as critical evaluators
Invite outside experts to join the discussion
Accept criticisms of your own actions
Communication
Horizontal communication
Difficulty as a result of conflict, competition
Vertical communication
Difficulty as a result of hierarchical filtering
Problems and distortions
Barriers to effective communication
Noise in communication (personal biases; past experiences)
Misuse of language (vague; inaccurate; emotional)
Lack of feedback (one-way communication)
Listening deficiencies
Barriers of between group communication
Emphasize only own goals and needs
Use threats
Win-lose conflict
Disguise true position and distort info.
Communication distortions in public bureaus
Errors of abstraction and differentiation
Lack of congruence
Erroneous translation (misinterpretation)
Distrusted source; Jargon; Manipulating information
Distorted perceptions (inaccurate info.)
Conflict
Conflict stage (Pondy, 1967)
2) Perceived conflict: people begin to sense the conflict
3) Felt conflict: people feel tension, anxiety, anger
1) Latent conflict: conditions have set for conflict
4) Manifest conflict: open warfare actually
5) conflict aftermath
Outcomes and effects
Stress; frustration; dissatisfaction; high turnover
Labianca & Brass (2006)
Negative relationships
Interplaying characteristics
Reciprocity (whether the dislike is reciprocated)
Cognition (knowing others who dislike a person you dislike)
Relationship's strength (intensity of dislike)
Could be determined by the history
Social distance (whether negative tie is direct or indirect)
Consequences
Task-related outcomes
Less-promotion
Low-income attainment
Low-job performance (stronger than positive effect)
Socioemotional outcomes
Low-organizational attachment (stronger than positive effect)
High-turnover and absenteeism
Factors affecting negative relationships
Network density and task interdependence
High density network (less negative relationships)
High task interdependence (less negative relationships)
Status dissimilarity
Relatively high status (bigger social liability)
Highly disliked by others (positive to focal person's outcome)
Personality
Negative asymmetry
Theoretical explanations
Survival (quick response)
Discrepancy theorists
Gap between the expected norms and actual behavior (dominate social judgement)
Relative rarity compared to positive events
Ambiguity theorists
Less ambiguous than positive information (easier social judgement)
Stronger than positive events
Strongly associated with distress
Lead people to narrow and focus their attention
Stronger physiological arousal
Lead to more cognitive work
Labianca et al. (1998)
Perceptions of intergroup conflict
Perceptual bias in macro level
Extremity bias
Out-group homogeneity bias
Complexity bias
Stereotypes
Interpersonal relationships and intergroup conflict
Micro level
Exchange of information reduces group biases
Interaction of group members develops positive sentiment
Channels for dispute resolution
Macro level
Intergroup conflict is predominant factor
Consequences
Degree of negative relationship has stronger power than positive one
In-group cohesiveness will related to low perception of conflict
High friendships will related to low perception of conflict