Conflict as Constructive or Destructive *Identify & describe how organiza-tional conflict can be both constructive and destructive· Constructive Conflict- focus on solving problems, achieving goals, strengthen-ing relationships -Allows for growth and change -Opportunity to resolve differences in opinion -Forum for unifying group of employees -Enhance productivity and commitment · Destructive Conflict- dysfunctional handling that affects goals, decisions, and relationships -Negatively influenced by lack of agreement -Respective positions are stubbornly reinforced -Employees become divisive-Decreased productivity, satisfaction, and commitment *Define Conflict· Conflict - Interaction of independent people who perceive opposition of goals, aim, values, and who see other party as potentially interfering with the realizationof goals -Three I’s of Conflicto Interaction- expressions of incompatibility, communicating about issues o Interdependent- behaviors of employees are intertwined and im-pact one another o Incompatible goals- contradictory ideas about a variety of organi-zational issues. Levels of Organizational Conflict· Interpersonal level- individual members perceive incompatibility-Could involve emotional or personal differences · Intergroup level- aggregates of employees who perceive incompatibility with other groups · Interorganizational- disputes between two or more organizations-May involve competition for scarce resources between multiple organizations in the same industry Phases of Organizational Conflict *Match the phases of Org. Conflict with their definitions· Latent Conflict- Potential for conflict exists-Influenced by interests, culture, interaction history· Perceived Conflict- one or more parties believe incompatibility exists-Influenced by stimulating event· Felt Conflict- Parties begin to devise managing strategies· Manifest Conflict- Communication about conflict-Enactment of conflict management strategies· Conflict Aftermath- impact of conflict on immediate and distance future-Long or short-term change resulting from conflict Managing Organizational Conflict (typically take place in Manifest Conflict stage)*Identify and describe 5 strategies for managing conflict and when they are useful/unproductive· Avoidance- denial of the problem, evasion of confrontation -Useful when issue of minor importance -Unproductive when issues must be discussed · Accommodation- deemphasizing personal needs-Useful when preservation of relationship is important-Unproductive when important issues are evaded· Competition- Exerting force over another party-Useful when power has been mutually acknowledged-Unproductive when less powerful parties lack chance to speak · Compromise- each party gives ground to reach solution-Useful when parties have enough resources to yield-Unproductive when conclusion fails to reach effectiveness· Collaboration- cooperative combination of resources and ideas-Useful when time is available to complete process-Unproductive when time, abilities, and commitment are absent Antisocial Communication Behavior *Define· Communication intended to harm others *Describe the dimensions of antisocial communication behavior-Objective- the reason or goal for using antisocial behavioro Affective- intention to harm another persono Instrumental- intention to achieve goal -Means- the way antisocial behavior is accomplishedo Physical- attacking another person’s bodyo Verbal- use of words to inflict symbolic wounds to another person -Execution- how antisocial behavior is performedo Active- Actual performance of behaviors o Passive- withholding behavior to inflict harm -Source- originator of antisocial behavioro Direct- occurring to face of recipiento Indirect- harm delivered through intermediary or to valuables Types of Antisocial Behavior *Identify and describe types of antisocial be-havior· Verbal Aggressiveness- messages to harm self-concept of other and inflict psychological harm · Indirect Interpersonal Aggression- harm caused without using face-to-face communication-Spreading rumors-Betraying confidence-Preventing flow of information· Obstructionism- interfering with another’s job · Deception- dishonesty*Describe why antisocial behavior may occur in organization· Reasons for Antisocial Communication Behavior-Downsizing -Pressure for greater productivity -New social contract-Organizational values -Work group norms -Perceptions of unfairness · Prevention *Explain how Organization Justice can prevent antisocial communication be-havior-Organizational Justice- Perceptions of fairness and evaluations regarding ap-propriateness of workplace outcomes of processeso Distributive Justice- perceptions of fairness about outcomes re-ceived based on a standard, outcome, or rule o Procedural- perceptions of fairness about process used to arrive at outcomeso Interactional- perceptions of fairness of communication when pro-cedures implementedEmotions in the Organization•major part of org’l life•emotions are expressed thru communication•help build, maintain, damage, and repair relationshipsFour components to emotions:1. cognitive appraisal of events2. feeling of action3. internal feeling4. external physical characteristics (smile, heartbeat)*Explain the process of emotional expressionNonverbal Cues- signs with affective states•appropriateness - conformity to social norms of org.•authenticity - revealing true feelings of communicators•consistency - pattern of emotional expressionWords/Language - symbols used to convey emotion•emotion words - labels used for coworkers and work•slogans - capture essence of organization•metaphors - emotions described by comparison to something unrelatedProcess of Emotional ExpressionsTactics - communication practices to achieve a goal•emotional eliciting - intentionally drawing feelings from another.•emotional regulating - altering emotions of others•emotional labels - identifying and attaching emotions to others•emotional transformation - changing existing emotions into new onesInteractive Sequences - shaping emotion through a series of conversational turns*Identify and define types of emotions in the organizationTypes of Emotions in the Org•Surface Acting - display of inauthentic emotion prescribed by organization•Deep acting - feeling emotions prescribed by organization by drawing on emo-tional memories. ex. saying ‘my pleasure, welcome, etc’ when someone says thank you •Relational