Organizational Conflict

Conflict
Organizational conflict is the clash that
occurs when one group perceives that its
goal directed behavior is blocked or
thwarted by the goals of another
Is conflict good or bad?
Interactionist view of conflict

Organizational Conflict
Conflict can overcome inertia and introduce
change, because conflict requires an organization
to reassess its views.
Beyond a certain point, conflict hurts the
organization and causes decline. Managers spend
time bargaining, rather than making decisions.
Groups battle for their interests, no agreement is
reached, and the organization floats along, falling
prey to inertia.

Pondys model of Organizational Conflict

Stage 1 Latent Conflict
No outright conflict exists, but there is a
potential for conflict because of several factors

Interdependence
Difference in goals and priorities
Bureaucratic factors
Incompatible performance criteria
Competition for resources

Pondys model of Organizational Conflict

Stage 2 Perceived Conflict
Sub-units become aware of conflict and begin to
analyze it. Conflict escalates as groups battle over
the cause of conflict

Stage 3 Felt Conflict

Sub-units response emotionally to each other and
attitudes polarize us versus them. What began as
a small problem escalates into a huge conflict

Pondys model of Organizational Conflict

Stage 4 Manifest conflict
Sub-units try to get back at each other.
Fighting and open aggression, blocking, etc.,
and organizational effectiveness suffers

Stage 5 Conflict aftermath

Conflict is resolved in a way that leaves subunits feeling combative or cooperative

Managing Conflict
Acting at the level of structure

Acting at the level of individuals and

attitudes

Conflict Resolution Strategies

Super-ordinate Goals
Reduce Interdependence between units
Expanding Resources
Mutual Problem Solving
Appeals System
Formal Authority
Increasing Interaction

Stimulating Conflict

Communication
Heterogeneity
Competition

Organizational Power & Politics

Organizational Power and Politics

Political lens views organization as composed
of multiple stakeholders, i.e., individuals and
groups who contribute important resources
to an organization and depend on its success
but who also have different interests and
goals and bring different amounts and
sources of power to bear in organizational
interactions.

POWER-CONTROL MODEL
The decision will be
made by the
dominant coalition

Criteria and Preference in

the decision will reflect the
self-interest of the
dominant coalition

Constraints
Strategy, size,
technology,
Environment

Satisficing
model of OE

Structural
Alternatives

Emerged
Structure

Sources of Power
Formal authority -position power
Control over scarce resources

Control over decision process -access to

decision making
Information, or specialized skills
Gate-keeping
Ability to call on powerful resources

TACTICS FOR PLAYING POLITICS

Increasing Indispensability
Increasing Non-substitutability
Increasing Centrality

Associating with Powerful Managers

Building & Managing Coalitions
Influencing Decision Making
Controlling the Agenda
Bringing in Outside Expert

Organizational Change
Organizational change is a process by which
organizations move from their present state to

some desired future state

Incremental vs. Radical Change

Incremental Change

Radical Change

Continuous
progression

Paradigm-breaking
burst

Affect
organizational
part

Transform entire
organization

Through normal
structure and
management
processes
Technology
improvements
Product
improvement

Create new structure

and management

Breakthrough
technology
New products,
new markets

Determinants Of Structural Change

Change in Objectives
Government/Environmental Regulations
Economy

Technology/Information-Processing System
Competitors

Decline in Profit
Mergers/Acquisitions

Life Cycle Stage

Organizational Life Cycle

Crisis of Internal Growth

Crisis of Identity

Growth thru
alliance

Growth thru
collaboration
Crisis of red tape

S
I
Z
E

Growth thru
coordination
Crisis of control

Crisis of autonomy

Crisis of leadership

Growth thru
delegation

Growth thru
direction

Growth thru
creativity
1. Entrepreneurial
Stage

2. Collectivity
Stage

3. Formalization
Stage

4. Elaboration
Stage

Forces Initiating
Change
Change Agent
What is to be Changed?
Structure
Technology
Culture
Organizational Processes

Implementation Tactics

Change Process
Unfreeze

Move

Refreeze

Change

Organizational
Effectiveness

Intervention
Participation
Persuasion
Edict

GUIDELINES FOR FACILITATING CHANGE

UNFREEZING
Create dissonance
Share information
Contacts with external world
Enlist top management support

GUIDELINES FOR FACILITATING CHANGE

FACILITATING THE MOVEMENT

Establish clear Goals

Involve people in change
Focus on total system
Develop support systems

GUIDELINES FOR FACILITATING CHANGE

REFREEZING

Reward desired behavior

Institutionalize the change
Plan for incremental success

Create Social bonds