Handling Conflict and Stress

Chapter 16

CHAPTER 16 HANDLING CONFLICT AND STRESS

CHAPTER LEARNING OBJECTIVES

1. Define conflict. 2. Outline the five stages of conflict. 3. Discuss the useful effects of conflict. 4. Explain the basic perspectives for analyzing conflict in organizations. 5. Describe five strategies for dealing with interpersonal conflict. 6. Discuss the nature and sources of job related stress. 7. Define burnout and workaholism. 8. Suggest several personal guidelines for managing organizational and personal stress. 9. Explain the Family and Medical Leave Act of 1993, and discuss how it is designed to reduce employee stress.

SUGGESTIONS FOR PRESENTATION

Stage a conflict

With a colleague or cooperative student, plan a "conflict" which will occur within hearing or sight of the class just before the start of the session. Create a script that matches your situation, such as someone else wanting to use your room, film, equipment, etc., or a student unhappy with a returned test grade or written assignment, or even what should be in the written assignment. Don't overplay it, but have the other party leave in a huff. The class will be uneasy, and difficult to start, but if the other person returns to the class to help explain it was an "act", the class should be able to loosen up and discuss their discomfort level and how the disagreement might have been better resolved.

LECTURE OUTLINE

Supervision Dilemma

 Jane finds herself having to handle conflict situations both in and out of her work unit. Two of her employees just had a heated argument about politics.

Overview: Conflict is inevitable in organizations. Effective supervisors learn to curb the negative results of conflict and to guide conflict toward positive results. This chapter explores the causes of conflict in organizations and presents several methods of conflict resolution.

I. What is Conflict?

193 Chapter 16

A. Conflict is a condition that results when one party feels that some concern of that party has been frustrated or is about to be frustrated by a second party.

B. Conflict generally passes through several stages.

1. Latent conflict - conditions exist, but have not been recognized.

2. Perceived conflict - basic conditions are recognized by one or both parties.

3. Felt conflict - tensions build, but the conflict is still not in the open.

4. Manifest conflict - existence of the conflict becomes obvious to parties not involved.

5. Conflict aftermath - conflict is stopped by some method and new conditions are established.

II. Positive and Negative Aspects of Conflict

A. Managers spend at least 20% of their time dealing with conflict.

B. Negative aspects of conflict are generally obvious.

1. It diverts time, energy, and money away from the organization's goals.

2. The situation can turn into continuous conflict.

3. It may cause employees to leave.

4. It can adversely affect the health of the involved parties.

5. It can lead to sabotage, stealing, lying, distortion of information.

C. When properly managed, conflict can have very useful benefits.

1. It usually causes changes.

2. It energizes people.

3. It is a form of communication. It can be healthy in relieving pent-up emotions and feelings.

4. It can be healthy in that it relieves pent-up emotions and feelings.

194 Chapter 16

5. It can be educational in that the participants often learn about themselves and the other people involved.

6. The aftermath of conflict can be a stronger and better work environment.

III. Types of Conflict in Organizations

A. Intrapersonal conflict

This conflict is internal to the individual. It can exist when barriers exist between an individual's drives and the achievement of their goals.

1. Frustration occurs when people feel that something is stopping them from achieving their goals.

2. Goal conflict occurs when an individual has a goal with both positive and negative aspects or has conflicting goals.

3. Supervisors can help only if they know when and why the conflict is occurring

B. Interpersonal conflict

This conflict is between two supervisors, between two of a supervisor's employees, between the supervisor and the boss, or between the supervisor and a subordinate. It can have various sources.

1. Opposing personalities

2. Prejudices

3. Jealousy and envy

C. Structural conflict

This conflict results from the nature of the organization structure and the outlook of the various departments, independent of the personalities involved.

1. Differing goals

2. Mutual dependence of departments

3. Unequal dependence of departments

4. Role dissatisfaction

5. Ambiguities

195 Chapter 16

6. Competition

7. Dependence on common resources

8. Communication barriers

D. Political conflict

Unlike the previous types of conflict, this is usually planned.

1. It results from the promotion of self-interest on the part of an individual or group.

2. It is often encouraged by the reward structure of many organizations.

3. It can have positive results, if properly managed, but more often becomes unfair and severely negative.

IV. Managing Conflict

A. Intrapersonal conflict

1. It is difficult for the supervisor to analyze.

2. The supervisor should normally refer the employee to the company's employee assistance program for advice.

3. If the employee's work is being affected, the supervisor must take some action.

B. Strategies for dealing with interpersonal conflict

1. Compromise - effective when it benefits both parties.

2. Smoothing over the conflict and pretending it does not exist - rarely leads to long-term solutions.

3. Withdrawing - does not address the underlying cause and usually provides the basis for future conflict.

4. Forcing the conflict to a solution - found to be the least effective method and it can sow seeds for future conflict.

5. Confrontation - proven to be the most effective and lasting method for resolving conflict. The authors give several basic guidelines to follow.

196 Chapter 16

V. Conflict and Diversity

A. Organizational diplomacy

1. Proactive 2. Reactive

VI. Managing Stress

Stress is an arousal of mind and body in response to real or perceived demands or threats. Excessive stress can have a negative influence on job performance and health.

A. Types of job-related stress

1. Task stress

2. Role stress

3. Human environmental stress

4. Physical environmental stress

5. Social stress

6. Burnout

Burnout can be formally defined as a state of physical, emotional, and mental exhaustion by long-term involvement in situations that are emotionally demanding. It occurs when an employee loses interest in and motivation for doing the job.

B. Workaholism

Workaholism is working to the exclusion of everything else in one’s life.

C. Organizational guidelines for managing stress

1. Shortening hours of direct contact with customers.

2. Granting special leaves (sabbatical programs).

3. Introducing early retirement programs.

4. Installing on-site exercise facilities.

5. Actively involving employees in the decision-making processes.

197 Chapter 16

6. Fulfilling the realistic expectations of employees.

7. Clearly defining employee jobs.

8. Introducing changes gradually.

D. Personal guidelines for managing stress

1. Pay attention to the physical needs of exercise, diet, and rest.

2. Don't create artificial deadlines.

3. Pace yourself.

4. Inject a change into your routine.

5. Periodically perform an emotional audit.

6. Share persistent problems with others.

7. Learn to relax away from the job.

8. Get away for lunch.

9. Drink lots of water.

10. Utilize your mental and spiritual resources.

E. The Family and Medical Leave Act of 1993

1. Purpose is to reduce stress among employees who are experiencing certain changes in their lives.

2. Applies to employers of 50 or more employees for 20 or more workweeks.

3. Grants up to 12 weeks of unpaid leave for the birth, adoption, or foster placement of a child; the care of a seriously ill child, spouse, or parent; or a serious personal illness that prevents an employee from performing their job.

VII. Solution to the Supervision Dilemma

VIII. Summary

Supervision Illustrations 16-1: Conflict Management Training at the IRS

198 Chapter 16

16-2: Avoiding Burnout 16-3: Reducing Stress at Bell South

Skill Building Applications Incident 16-1: Trouble in the Claims Department Incident 16-2: Getting Rid of Bart Exercise 16-1: Conflict over Quality Exercise 16-2: Truth and Misconceptions about Stress Exercise 16-3: Measuring Your Level of Stress Exercise 16-4: Life Events Causing Stress Exercise 16-5: Are You a Workaholic?

SUPERVISION ILLUSTRATION

16-1 Q: How does the IRS deal with its environment ripe for conflict?

16-1 A: The IRS has recently adopted a proposal to provide conflict management training to its case managers, team coordinators, and other personnel who interact with the public.

16-2 Q: What is a way more and more Americans are avoiding burnout?

16-2 A: They are taking sabbaticals as a way of recharging themselves.

16-3 Q: What is a stress navigator?

16-3 A: It is a 264-question survey developed by Stress Directions, Inc. that rates each participant on his or her degree of stresses over the prior six months and predicts anticipated stress levels over the next six months.

REVIEW QUESTIONS

1. Describe the five stages, or cycles, of conflict.

1. Latent conflict, when the conditions for conflict exist, but have not been recognized by the parties involved. 2. Perceived conflict, when one or both of the parties recognize the conditions which may lead to conflict. 3. Felt conflict, when things are not yet out in the open, but internal tensions have begun to build. 4. Manifest conflict, when it comes out into the open and is visible even to parties, which aren't involved. 5. Conflict aftermath, in which the conflict has been stopped, and the parties are either headed toward more conflict or more effective cooperation. [p. 274]

2. Describe some positive and negative outcomes of conflict.

Positive outcomes include: Conflict usually causes change; it activates people; it is a form of communication; it can be educational; it relives emotions; its aftermath can produce a stronger and better work environment. On the Negative side: The work of the

199 Chapter 16

organization may suffer; one or more of the employees may leave; the parties may develop health problems; very negative behaviors may develop, such as theft, sabotage, lying or distortion of information. [p. 275]

3. Define four types of conflict in organizations.

Intrapersonal conflict is internal to the individual. Interpersonal conflict can exist between or among individuals. Structural conflict develops between various units within an organization, due to their differing goals or perspectives. Finally, strategic conflicts are planned in order to promote the self interest of an individual or group. [pp. 275-278]

4. Discuss some causes of interpersonal conflict.

Opposing personality types, prejudices based on personal background or other origins, or jealousy and envy could all be causes of interpersonal conflict. [p. 275]

5. Outline the causes of structural conflict.

Whenever a task is so large that it must be divided into two or more parts with each part given to different persons or departments, conflict is bound to occur. When an organization divides into units, the units will have differing sub-goals. They must rely on each other and on common resources, and there are bound to be communication barriers, ambiguities, and dissatisfaction with roles. [pp. 277-278]

6. Discuss the five strategies for solving interpersonal conflict?

These are discussed below the numbered list on pages 279 in the textbook.

7. What are some guidelines for using the confrontation approach to conflict?

These are numbered 1-10 and discussed on page 280 in the text.

8. Name and define six types of job-related stress.

Task stress if the task or job is too difficult.

Role stress when the individual is not clear what he or she should be doing.

Human environmental stress caused by physical overcrowding.

Physical environmental stress where the physical conditions are poor, such as poor ventilation or temperature control.

Social stress caused by interpersonal conflict among employees of the organization.

Burnout when the employee loses interest in and motivation for doing the job. [p. 282]

200 Chapter 16

9. Identify the three stages that generally accompany burnout.

(1) An increased feeling of emotional exhaustion; (2) A callous and dehumanized perception of others; (3) A self-evaluation which is negative in terms of one's effectiveness. [p. 282]

10. Define workaholism.

Workaholism is working to the exclusion of everything else in one’s life. It is an addiction that causes a person to become so obsessed with work that he or she is crippled emotionally and physically. [p. 283]

11. Describe several actions that an organization might take to reduce employee stress.

Shorten hours of direct contact with customers; grant special leaves or sabbaticals; early retirement programs; on-site exercise facilities; delegating authority for decisions; keeping employee expectations realistic through communications; clearly defining jobs; gradually introducing changes. [p. 283]

12. Name several ways that a supervisor might reduce stress. Note: The question would be better worded if it read: "... reduce his or her personal stress. "

See the list of suggestions on pages 283-284 in the text.

13. The Family Medical Leave Act of 1993 applies to what companies?

Employers who have 50 or more employees for 20 or more weeks per year. [p. 284]

SKILL BUILDING QUESTIONS

1. Supervisors should avoid conflict at all costs. Discuss.

Conflict is inevitable in organizations, and should not be avoided at all costs. It may even be healthy, if the outcome of the conflict is positive. The key is how the supervisor manages the conflict.

2. "Supervisors should smooth over any conflict they have with their boss." Discuss your views on this statement.

While this is a common approach, it rarely leads to long term solutions. Confrontation or problem-solving is a more effective approach. Remember that the word "confrontation" does not necessarily mean that a big blowout will occur; only that people need to be candid with each other and work toward resolving the conflict in an open manner.

3. Comment on the following statement: “Stress is inherent in every job, and employees must learn to cope on their own.”

201 Chapter 16

The views, opinions, and ideas expressed by the students may vary. However, the comments should reference the material discussed in this chapter. There is also a responsibility on part of the employers and managers to help employees manage and learn to cope with stress.

4. Do you agree with the following statement? “Burnout is just a new fangled notion that gives lazy people an excuse not to work? Why or why not?

Not true. Please refer to discussion in text on pages 282.

SKILL BUILDING APPLICATIONS

Incident 16 - 1: Trouble in the Claims Department

This case illustrates interpersonal conflict which is negatively affecting work performance.

1. What is causing the conflict?

This is a form of interpersonal conflict. The causes could be differences in age, college versus non-college, differences in sex, or experienced versus new employees. Any or all of these factors could be contributing to the conflict.

2. What method has Barbara been using in dealing with the conflict?

Apparently she's been ignoring it.

3. Recommend a solution to this conflict situation.

The best approach would be confronting each of the individuals. The case doesn't specify how acrimonious the conflict is. If it's just a difference of opinion, perhaps they could sit down together and talk about what the conflict is doing to the work environment and how to resolve it. If they are in open warfare, it would be best to meet with them separately, at least at first. The chapter has several suggestions for resolving conflict. A last resort might be to transfer one or the other employee.

Incident 16 - 2: Getting Rid of Bart

1. Is Bart's stress understandable? What could he have done to avoid it?

Of course it's understandable. The case gives no rationale behind the new supervisor's actions, so Bart's alternatives are a matter of speculation. He could have taken the new supervisor's advice and started job-hunting immediately, though at his age and tenure this, too, would be stressful. It seems as if he tolerated the downgrading without objection (the case doesn't mention any, at least). Some form of fighting back might help reduce the

202 Chapter 16

stress. To go over the new supervisor's head and demand an explanation seems appropriate.

2. What would you do at this point if you were Bart?

Consult a good attorney. A charge of age discrimination is a starting point, but an attorney worth his or her fees could find several other things to tack on. At the same time, I'd contact colleagues in the profession to begin a vigorous job search. With the long established record, new opportunities should be forthcoming.

3. In general terms, discuss the potential costs of this situation to QTZ.

Bart's productivity had to have dropped dramatically. Also, others in the organization were undoubtedly affected. Customers sometimes also get wind of this sort of problems. Finally, the financial costs of replacing Bart and fighting the lawsuit he's likely to bring will be significant.

Exercise 16 - 1: Conflict Over Quality

The purpose of this exercise is to illustrate the alternative ways of dealing with a serious work group conflict.

Comments to the class and score for each alternative:

1. If you say nothing and accept full responsibility for delayed scheduling and increased costs, you have done nothing to open communications with the quality control manager. Similar conflicts may arise in the future because you have not communicated your needs to her. Score: two.

2. Requesting help in a memo to the quality control manager is a good idea. Even though it may put her more on the defensive than would an oral discussion, it also will make it more difficult for her to pass off. Score: eight.

3. Making an appointment with the quality control manager for some later time is the best possible choice. You will have cooled down sufficiently that you can discuss the problem with her unemotionally, and hope to gain her cooperation in explaining the delayed scheduling and increased costs. Score: ten.

4. An appeal to your supervisor, who also supervises the quality control manager, may only complicate the situation. He probably won't pass the inferior units. Also, you're still avoiding open communication with the quality control manager. On the plus side, you are resolving the situation and bringing it to the attention of your boss, who may not be aware of the situation. Score: five.

203 Chapter 16

5. Threatening the quality control manager is not likely to force her to accept the units and solve your immediate problem. Also, it could lead to many new problems. You will certainly lose her respect. Score: zero.

Exercise 16-2: Truth and Misconceptions about Stress

The answers to the quiz are as follows. For further information, see the referenced article.

1. False. A survey of 1,100 executives in 10 countries indicates that the U. S. may be one of the countries suffering the least from stress, despite its estimated $22 billion price tag each year. [The countries were Japan, U.S., Sweden, West Germany, Great Britain, South Africa, Singapore, Nigeria, Brazil and Egypt.]

2. True. Without some stress, you'd become bored.

3. False. You can't rid your life of stress and be successful. When stress gets to you, you need to take action, reevaluate your priorities and focus on the top of your list, try something new, take a break, give in or let go.

4. False. Other things being equal, there is no evidence that the number of hours worked has any significant bearing on individual stress. In fact, moonlighting is frequently beneficial, according to studies.

5. False. A Yale study show that people who consider themselves multifaceted and complex actually withstand stress better.

6. False. USC studies indicate that being in control (more likely for executives) reduces stress. Those most stressed were the ones at the bottom of the organization.

7. False. Few would discount the benefits of exercise. We know it helps us feel both healthier and more self-confident. Of course, some people turn their leisure into more competition than relaxation exercises. This is not effective in reducing stress.

8. False. Loss of sleep is more of a problem than the effects of "procrastination" long enough to get some rest & face the problems with a fresh outlook.

Exercise 17 - 3: Measuring Your Level of Stress

The purpose of this experiential exercise is to help students personalize some of the concepts about causes of stress as presented in the textbook. The directions for the exercise and scoring are given in the textbook. For the most part, students might be reluctant to discuss this in groups or to submit any data, so it's probably best to leave it as a self-analysis exercise.

Exercise 17 - 4: Life Events Causing Stress

204 Chapter 16

Directions, though vague, are included with the exercise. For further information, see the Holmes and Rahe article referenced in the text.

Exercise 17-5: Are You a Workaholic?

The responses provided by the students will vary.

SUPERVISORY ANECDOTES

Among the thousands of lawsuits filed by non-union employees who believe they were treated unfairly, many are based on a claim of wrongful discharge. The concept of fair treatment in the context of a termination must be dealt with by supervisors at small companies as well as by professionally trained personnel managers at large companies because of the liability involved. Even a suit that is decided in favor of the employer can cost thousands of dollars in legal fees. Research has shown that the existence of a formal appeal procedure can create more positive perceptions of fairness. Such a procedure requires employees to put their grievance in writing and assures them that disciplinary actions will be reviewed by higher levels of management. A carefully drafted formal grievance procedure should provide for progressive discipline and adequate "due process," protecting both employees and management.

Source: "Supervisors Must Occasionally Fire Someone," Darryel Roberds, Supervision Vol. 51 Iss. 12 (Dec. 1990) pp: 14-18.

Concern over the danger of violence on the job creates a new challenge for supervisors in all fields. There is no reason for the employer or employee to panic; however, there is just cause for prudent action to increase safety and decrease the likelihood of any violent eruption in the workplace. Measures that managers can take to keep workers safe from violence include: 1. Adopt a tough zero-tolerance policy for violence in the workplace. 2. Do whatever is possible to nurture a supportive, harmonious environment at work. 3. Model non-violent behavior in all inter-personal relationships. 4. Keep little cash on hand. 5. Require employees to work in pairs. 6. Screen all new hires carefully. 7. Provide safety and self-defense training for all personnel. 8. Make high risk areas as visible as possible.

Source: " Violence on the Job: How Safe is Your Workplace?" by Robert D. Ramsey, Supervision Vol. 55 Iss. 8 (Aug. 1994) pp: 6-9.