314397 CH 07 - apollolibrary.com

1 Conflict andCohesion inGroupsChapter OutlineConflict in GroupsSubstantive ConflictProcedural ConflictAffective ConflictConstructive andDestructive ConflictConflict StylesAvoidanceAccommodationCompetitionC ompromiseCollaborationChoosing a Conflict StyleApproaches to ConflictManagementThe 4Rs MethodThe A-E-I-O-U ModelNegotiationMediationArbitrationGrou p CohesionEnhancing CohesionGroupthinkAdapting to DifferencesBalancing Conflict 10/23/03 8:59 AM Page 146conflict in groupsConflict is unavoidable in an effective group. Rarely do conscientious memberswork in groups for any length of time without expressing differences and dis-agreeing.

2 Yet despite the inevitability of conflict, many of us go out of our wayto avoid or suppress it. One of the myths about effective groups is that they arecharacterized by chumminess. Many effective teams look more like battle-grounds, it turns out.. Teams with vastly competent members embrace con-flict as the price of synergy and set good idea against good idea to arrive at thebest idea. 1 The word conflictis frequently associated with quarreling, fighting, anger,and hostility. While these elements may be present in a group situation, conflict does not have to involve the expression of negative emotions.

3 We defineconflictas the disagreement and disharmony that occurs in groups when dif-ferences are expressed regarding ideas, methods, and/or members. When treatedas an expression of legitimate differences, conflict can be used as the spur tofind the wider solution, the solution that will meet the mutual interest of theparties involved in it. 2 Putnam has classified the sources of conflict as substantive, procedural , Substantive ConflictSubstantive conflictis disagreement over members ideas and group issues. Forexample, when members of a student government council argue whether or notstudent activities fees should be raised, their conflict is substantive.

4 Such con-flict is directly related to working toward the group s goal of serving students cocurricular needs. procedural ConflictProcedural conflictis disagreement among group members about the methodsor process the group should follow in its attempt to accomplish a goal. Whereas147 FIGURE of 10/23/03 8:59 AM Page 147some group members may want to begin a discussion by suggesting solutions toa problem, others may want to start by gathering and discussing members may believe that a decision should be made by secret ballotwhile others may want a show of hands. Affective ConflictAffective conflictcenters around the personalities, communication styles, andemotions of group members.

5 Its causes are numerous. Affective conflict mayoccur when a member does not feel valued or is threatened by the conflict also occurs when members believe that their ideas are notjudged fairly or when group members are struggling for power. Affective con-flict is more difficult to resolve because it involves people s feelings and the waymembers relate to one when disagreement occurs in groups, both substantive and affec-tive types of conflict are present. For example, Dee believes student fees shouldbe raised in order to fund more campus activities. Charles disagrees and suggeststhat the existing funds should be used more efficiently rather than placing alarger financial burden on students.

6 At this point in the discussion, the conflictis substantive; it is focused on issues. However, when responding to Dee,Charles rolls his eyes and states that only a political fool believes that higherfees are the answer to the problem. Not only does Dee disagree with Charleson the issues, but she is also angered by his comment. Now the conflict is notjust substantive; it has become affective as and Destructive ConflictConflict itself is neither good nor bad. However, the way in which a group dealswith conflict can be constructive or conflictresults when groups engage in behaviors that createhostility and prevent achievement of the group s goal.

7 Constant complaining,personal insults, conflict avoidance, and loud arguments or threats all con-tribute to destructive quality of group decision making deterio-rates when members are inflexible and not open to other points of conflict has the potential to permanently disable a conflictresults when group members express disagreement ina way that values everyone s contributions and promotes the group s goal. characterizes the differences between destructive and constructive committed to constructive conflict abide by the following principles:5 Disagreement is not punished. I m not afraid of being fired for disagreeing with other members.

8 148 PART IIInteraction 10/23/03 8:59 AM Page 148 Members work with each other to achieve a mutually satisfying resolutionof conflict. We can work this out. After all, we re all after the same thing in the longrun. Lower-status members are free to disagree with higher-status group members. I know she s the CEO, but I think there are some disadvantages to theapproach she suggests. The group has an agreed-upon approach for conflict resolution and deci-sion making. Our group is using the Nominal Group Technique, so I know my ideaswill be heard and included. Members can disagree and still respect each other. The group may not like my idea, but members would never personallyattack me for expressing my opinion.

9 Constructive group conflict has many positive outcomes. Issues and peopleare better understood through an open exchange. The quality of decision mak-ing improves as opposing viewpoints and concerns are discussed. Expressing dif-ferences constructively can make a group discussion more interesting andpromote StylesThere are many ways of identifying and classifying different styles of of the most preferred methods suggests that individuals are predisposed tousing one of the following five conflict styles: avoidance, accommodation, com-petition, compromise, and five styles can be furtherunderstood by examining the extent to which a group member s approach toconflict is focused on achieving personal goals and/or the group s goal.

10 Members7: Conflict and Cohesion in Groups149 FIGURE andDestructiveConflictConstructive ConflictDestructive Conflict Focus on Issues Personal Attacks Respect for Others Insults Supportiveness Defensiveness Flexibility Inflexibility Cooperation Competition Commitment to Conflict Management Avoidance of 10/23/03 8:59 AM Page 149who are motivated to achieve their own goals tend to choose more competitiveapproaches. Cooperative members are usually more concerned with achievingthe group s goals. Figure illustrates the relationship of each conflict style toa group member s motivation. AvoidanceWhen members are unable or unwilling to accomplish their own goals or con-tribute to achieving the group s goal, they may adopt the avoidance members using this style may change the subject, avoid bringingup a controversial issue, and even deny that a conflict exists.