Please enable JavaScript.
Coggle requires JavaScript to display documents.
Conflict Spiral (Cognitive Conflict to Affective Conflict) and Conflict…
Conflict Spiral (Cognitive Conflict to Affective Conflict) and Conflict Management
3 Core Causes of Conflict
Resource scarcity
interdependence to complete a task with one shared goal, but with presence of conflicting personal interests
The need in developing and maintaining a positive identity
differences in beliefs and values
conscious or unconscious
self serving bias
(chapter 14 pg.262)
conscious or unconscious
confirmation bias
positive identity developed, maintained or restored by compromising other's positive identity
putting people to work together risk ego threat
The desire for one’s beliefs and/or opinions to be socially validated
Types of Conflict Involved
Cognitive conflict
Affective conflict
Cognitive conflict spiralled to affective conflict
Managing Conflict
prevent cognitive conflict to spiral to affective conflict
methods to resolve cognitive conflict
persuading the opposing other(s) to your way of beliefs, opinions, or ideas
altering own perspectives to fit other alternatives
integrating perspectives or opinions
dissolving conflict tension
encourage active and emphatic listening
methods to resolve affective conflict
allow some time for disputing parties to recollect themselves
address emotional and cognitive differences respectfully
disputing parties should get to know each other outside work environment
third party as a mediator
Positive and Negative Impacts of The Conflict
positive or negativity is determined by the quality of agreement following a dispute
quality resolution reaps benefit
unsatisfactory dispute settlement causes disadvantages
widening perspectives, promoting critical thinking, creative thinking and cognitive flexibility
Individual level
positive impacts
broadening perspectives
encourage critical thingking
encourage creative thinking
improve cognitive flexibility
effective communication and mutual understanding
prevent future conflict
negative impacts
compromise performance
decrease in work
motivation
(Chapter 12)
unmet need leads to motivation to meet the need.
failure to meet needs causes dissapointment and internal tension
McClelland’s Learn Needs Theory
need for power (to influence others)
lowering employees morale
unpleasant working relationship
Organisational level
positive impact
rounded decision making indirectly affect organisation's performance in a positive way
negative impact
poor decision making indirectly affect organisation's performance negatively
Other causes
upward communication
(chapter 14 pg.264)
lack of
active listinening
, no
emphatic listening
(chapter 14 pg. 269)
little tolerance and understanding
deep level diversity
(chapter 11 pg.216)