Managing conflict (group5)

Ivy A. VidallonPresenter

Managing Conflict, Politics and Negotiation

.

“Leaders approach conflict with an eye for resolution. When handled effectively, successful confrontations raise team performance. To manage conflict effectively, you must begin by recognizing there are three sides to every story:Yours / Theirs / The Truth” ― Angie Morgan

• Organizational Conflict– The discord that arises when goals, interests

or values of different individuals or groups are incompatible and those people block or thwart each other’s efforts to achieve their objectives.

– Conflict is inevitable given the wide range of goals for different stakeholder in the organization

Jones G.R. and George J.M.(2014) Contemporary Management 8th ed., McGrawHill Education

The Effect of Conflict on Organization Performance

Conflict Level Summary

Types of Organizational Conflict

Types of Conflict1. Interpersonal conflict-between

individuals due to differences in their goals or values.

2. Intragroup conflict- within a group or team

3. Intergroup conflict- between two or more teams, group or departments

4. Interorganizational conflict-arises across organizations

Sources of Conflict

Conflict Management StrategiesAvoidance

two parties try ton ignore the problem and do nothing to resolve the disagreement

Competitioneach party tries to maximize its own gain and has

little interest in understanding the other’s positionAccommodation

One party simply gives in to the other party.

Winners and losersTrouble implementing decisions

Everyone winsGreater commitment to decisions

Conflict Management Strategies

CompromiseEach party is concerned about their goal

accomplishment and is willing to engage in give-and-take exchange to reach a reasonable solution.

Collaboration Parties try to handle the conflict without

making concessions by coming up with a new way to resolve their differences that leaves them both better off.

1. Increasing awareness of the source of conflict

2. Increasing diversity awareness and skills

3. Practicing job rotation4. Using permanent transfers or

dismissals when necessary

Strategies Focused on Individuals

1. Changing an organization’s structure or culture

2. Altering the source of conflict.

Strategies Focused on the Whole Organization

Parties to a conflict try to come up with a solution acceptable to themselves by considering various alternative ways to allocate resources to each other.

Negotiation

The Negotiation Process

An impartial individual with expertise in handling conflict

Helps parties in conflict reach an acceptable solution

a. MediatorFacilitates negotiations but no authority to impose a solutionb. ArbitratorCan impose what he thinks is a fair solution to a conflict that both parties are obligated to abide by

Third party Negotiators

1. Distributive BargainingNegotiation that seeks to divide up a fixed amount of resources; a win-lose situation.

2. Integrative BargainingNegotiation that seeks one or more settlements that can create a win-win solution.

Negotiation Strategies

17-17

Distributive vs. Integrative Negotiation

1.. Emphasizing superordinate goals-goals that both parties agree to regardless of the source of their conflict2. Focusing on the problem, not the people3. Focusing on interests, not demands4. Creating new options for joint gain5. Focusing on what is fair

Strategies to encourage Integrative Bargaining

Organizational Politics-The activities managers engage in to increase

their power an to use power effectively to achieve their goals or overcome resistance or opposition

Importance positive force that can bring about needed

change when political activity allows a manger to gain support for needed changes that will advance the organization

Organizational Politics

17-20

Political Strategies for Gaining and Maintaining PowerStrategies

Controlling Uncertainty Reduce uncertainty for others in the firm

Being Irreplaceable Develop valuable special knowledge or skills

Being in a Central Position

Have decision-making control over the firm’s crucial activities and resources

Generating Resources Hire skilled people or find financing when it is needed

Building Alliances Develop mutually beneficial relations with others inside and outside the organization

Strategies for Exercising PowerStrategies Relying on Objective Information

Providing impartial information causes others to feel the managers’ course of action is correct

Bringing in an Outside Expert Using an expert’s opinion to lend credibility to manager’s proposal

Controlling the agenda Influencing those issues included (and those dropped) from the decision process)

Making everyone a winner Making sure that everyone whose support is needed benefits personally from providing that support