A Description of the Conflict Process Model
McShane, Olekalns and Travaglione, (2010, pg 416) asserts that the ‘conflict’ process “is really a series of episodes that potentially cycle into conflict escalation”, and that behaviours can cause a perception that conflict exists even if the first party did not intend to demonstrate conflict.
This paper will evaluate the conflict process model, as it appears in McShane et al (2010), in the context of multicultural organisational settings. Given the breadth of the subject matter and the brevity of this paper, specific regard will be given to workgroups and conflict set in motion unintentionally.
There are many definitions for conflict. Some researchers have specifically not employed a definition for fear of restricting the scope of their work (Kozan 1997). As we are assessing McShane, Olekalns and Travaglione’s (2010) assertion that the “…conflict process is really a series of episodes that potentially cycle into conflict escalation”, we will use the same author’s definition of conflict. “Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party” (McShane et al. 2010). The conflict process model, as it appears in McShane (2010), appears below (Exhibit 11.1).
There are three stages of conflict illustrated in the conflict process model. The model begins with sources of conflict or triggers, followed by manifestation of conflict and finally conflict outcomes. Sitting between triggers and manifestation, are conflict perceptions and emotions. It is these perceptions and emotions that, feeding into conflict manifestation and back again, form conflict episodes. This cycle can lead to conflict escalation; one of the key things conflict management seeks to prevent.
Conflict triggers come in all shapes and sizes. From verbal slights to outright antagonising, almost any behaviour can be perceived as conflict even if no conflict was intended. Often the context in which conflict begins is of
This paper will evaluate the conflict process model, as it appears in McShane et al (2010), in the context of multicultural organisational settings. Given the breadth of the subject matter and the brevity of this paper, specific regard will be given to workgroups and conflict set in motion unintentionally.
There are many definitions for conflict. Some researchers have specifically not employed a definition for fear of restricting the scope of their work (Kozan 1997). As we are assessing McShane, Olekalns and Travaglione’s (2010) assertion that the “…conflict process is really a series of episodes that potentially cycle into conflict escalation”, we will use the same author’s definition of conflict. “Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party” (McShane et al. 2010). The conflict process model, as it appears in McShane (2010), appears below (Exhibit 11.1).
There are three stages of conflict illustrated in the conflict process model. The model begins with sources of conflict or triggers, followed by manifestation of conflict and finally conflict outcomes. Sitting between triggers and manifestation, are conflict perceptions and emotions. It is these perceptions and emotions that, feeding into conflict manifestation and back again, form conflict episodes. This cycle can lead to conflict escalation; one of the key things conflict management seeks to prevent.
Conflict triggers come in all shapes and sizes. From verbal slights to outright antagonising, almost any behaviour can be perceived as conflict even if no conflict was intended. Often the context in which conflict begins is of
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