COMM 306 1nd Edition Lecture 15 Outline of Last Lecture I. Exam 2Outline of Current Lecture I. ConflictII. Levels of ConflictIII. Phases of ConflictIV. Managing ConflictV. Antisocial Communication BehaviorCurrent LectureGroupthink: conformity outweighs judgment of group- result of too much cohesion and always in agreement- quit being critical and little conflict produced- afraid to disappoint or upset group members- not willing to speak up for opposing views or concernsConstructive Conflict: focus on solving problems, achieving goals, & strengthening relationshipsAspects of Constructive Conflict: - allow for growth and change- opportunity to resolve differences in opinion- forum for unifying a group of employees- enhance productivity and commitmentDestructive Conflict: dysfunctional handling affects goals, decisions, and relationshipsAspects of Destructive Conflict:- negativity influenced by lack of agreement- respective positions are stubbornly reinforced- employees become divisive - decreased productivity, satisfaction, and commitmentThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.Conflict: interaction of interdependent people in opposition- different goals, aims, and values- see other as potentially interfering with goal realizationThree I’s of Conflict:1) Interaction: expression of incompatibility communicating issues2) Interdependent: employee behavior intertwined and impact others3) Incompatible Goals: contradictory ideas of organizational issuesLevels of Organizational Conflict:1) Interpersonal: individual members perceive incompatibility- involve emotional or personal differences2) Intergroup: employees perceive incompatibility with other groups 3) Interorganizational: disputes between organizations- involve competition for scarce resources in the same industryPhases of Organizational Conflict:1) Latent: potential for conflict exists- influenced by interest, culture, and interaction history2) Percieved: one or more parties believe incompatibility exists- influenced by stimulating event3) Felt: parties begin to devise managing strategies- methods of approaching conflict4) Manifest: communication about conflict - enactment of management strategies 5) Conflict Aftermath: impact on immediate and distant future - long or short term change resulting from conflictManaging Organizational Conflict:1) Avoidance: denial of problem and evasion of confrontation- useful when issue is of minor importance- unproductive when issue must be discussed2) Accommodation: deemphasizing personal needs- useful when preservation of relationship isimportant - unproductive when important issues is evaded 3) Competition: exerting force over another party(merit and outcome based) - useful when power is mutually acknowledged - unproductive when less powerful parties aren’t given opportunity to speak 4) Compromise: each party gives ground to reach solution - useful when parties have enough resources - unproductive when conclusion failsto reach effectiveness 5) Collaboration: cooperative combination of resources and ideas - useful when time available to compete process - unproductive when no time, ability, or commitmentAntisocial Communication Behavior: intended to harm others1) Objective: reason or goal for behavior- Affective: intention to harm other- Instrumental: intention to achieve goal2) Means: way behavior is accomplished- Physical: attack another person’s body- Verbal: use words to inflict symbolic wounds 3) Execution: how behavior is performed - Active: actual performance - Passive: withholding behavior to inflict harm 3) Source: originator of behavior - Direct: occur by facing recipient - Indirect: harm by intermediary or to