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Chapter 11. Managing conflict and negotiation. Conflict and Negotiations - Key Concepts. Conflict: definition Constructive and Destructive aspects Levels of conflict Stages of conflict Indirect and direct conflict mgmt approaches Conflict styles/behaviors Negotiation - PowerPoint PPT Presentation
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Conflict and Negotiations - Key Concepts Conflict: definition Constructive and Destructive aspects Levels of conflict Stages of conflict Indirect and direct conflict mgmt approaches Conflict styles/behaviors Negotiation
Hard & soft bargaining, ethical conflict behaviors Coping with Criticism
Conflict
Conflict is____________________ Substantive
A fundamental disagreement over ends or goals to be pursued and the means for their accomplishment.
Emotional Interpersonal difficulties that arise over feelings of
anger, mistrust, fear, and resentment.
Constructive (Functional) Conflict
Helps identify issues and underlying problems Acts as a safety valve, releasing tension and anger Encourages interaction and involvement Promotes creativity Facilitates problem solving Promotes sharing of information Tests strength of ideas - under fire
Adapted from Gary L. Kreps, Organizational Communication, 1986, p. 188-189
Destructive (Dysfunctional) conflict
Results in negative outcomes Decreases work productivity and job satisfaction Increases in absenteeism and turnover A successful leader will be alert to destructive
conflicts and take action
Levels of Conflict
Intrapersonal Level Involve actual or perceived pressures from
incompatible goals or expectations within a person One’s perceptions differ from others; one’s judgment
called into question
Approach- Approach Conflict Choices: two positive and equally attractive
alternatives Example: two jobs = equally positive duties,
pay, benefits, location
Levels of Conflict, cont.
Intrapersonal Level Approach- Avoidance Conflict
Choice: something has both positive and negative consequences
Example: a great job in a lousy location Avoidance – Avoidance Conflict
Choices: two negative and equally unattractive alternatives
Example: two jobs - neither first choice in terms of duties, pay, location
Levels of Conflict
Interpersonal between two or more individuals
Intergroup among and between groups
Interorganizational related to competition and rivalry that
characterizes firms operating in the same markets
Diagnosing Conflict
Vertical conflict: between hierarchical levels Supervisor –subordinate disagreements over
resources, goals, deadlines, or performance Horizontal conflict: same level (coworkers,
line - staff, functional units) Goal incompatibilities; ambiguities, Perceived resource scarcities Power or value differences or interpersonal
factors
Stages of Conflict
Antecedent conditions Perceived and felt conflict Manifest conflict Conflict resolution, management or
suppression Conflict aftermathProposed by Louis Pondy (1967)
Desired Outcomes
Agreement Fair and equitable
Stronger relationships Bridges of trust and goodwill for future
Learning Greater self-awareness and creative problem
solving
Dean Tjosvold’s cooperative conflict model
The Conflict ProcessThe Conflict Process
Increasedperformance
Increasedperformance
Decreasedperformance
Decreasedperformance
Stage IPotential
opposition
Stage IICognition and
personalization
Stage IIIBehavior
Stage IVOutcomes
Perceivedconflict
Perceivedconflict
Feltconflict
Feltconflict
Antecedent conditions•communication•structure•personal variables
Antecedent conditions•communication•structure•personal variables
Manifestconflict
Manifestconflict
Conflict-handlingBehaviors/styles:•competition•collaboration•accommodation•avoidance•compromise
Conflict-handlingBehaviors/styles:•competition•collaboration•accommodation•avoidance•compromise
Conflict AftermathConflict Aftermath
Indirect Conflict Management Approaches
Reduce Interdependence Reduce required contact, build buffers, assign formal
liaison Appeal to common goals
Establish a common, overarching goal, ensure parties take responsibility
Use chain of command Refer problem to more senior employees/managers
Redesign the organization Rewrite scripts, rituals
Conflict Styles/Behaviors (from K Thomas, 1976 and Rahim, 1985)
Dominating (competing)
Avoiding(neglecting)
Obliging(accommodating)
Integrating(collaborating)
Compromising(Sharing)
Low(Uncooperative)
High(Cooperative)
High(Assertive)
Low(Unassertive)
Concern for Self
Concern for Others
Direct Conflict Management Techniques
Lose-lose Avoidance
Sidestep, postpone, withdraw Accommodation
Play down differences and highlight similarities; yield, obey or sacrifice to other
Compromise Split the difference, exchange concessions, seek
the middle-ground
Direct Conflict Management Techniques
Win-lose Competition: one party achieves its desires at the expense
and to the exclusion of the other party’s desires
Stand for your rights; defend your position - which you believe is correct
Direct Conflict Management Techniques
Win-win Collaboration:
Achieve each other’s goals Acceptable by both parties
Establishes a process whereby all parties involved feel a responsibility to be open and honest about facts and feelings
Explore the disagreement to learn from each other Results in problem solving or situation improvement
Negotiation
Process of making joint decisions when the parties involved have different preferences
Successful negotiations: Substantive goals
Concerned with outcomes relative to the “content” issues at hand
Relational goals Concerned with outcomes relating to how well people
involved in the negotiation, and any constituencies they may represent, are able to work with one another once the process is concluded
Distributive Negotiating
Hard Bargaining When each party holds out to get its own way Leads to competition
Soft Bargaining When one party is willing to make concessions
to the other to end the impasse Leads to accommodation
Party B’s aspiration range
Party A’s aspiration range
Settlement range
Party A’sParty A’stargettargetpointpoint
Party A’sParty A’stargettargetpointpoint
Party B’sParty B’stargettargetpointpoint
Party B’sParty B’stargettargetpointpoint
Party B’sParty B’sresistanceresistance
pointpoint
Party B’sParty B’sresistanceresistance
pointpoint
Party A’sParty A’sresistanceresistance
pointpoint
Party A’sParty A’sresistanceresistance
pointpoint
Staking Out the Bargaining ZoneStaking Out the Bargaining Zone
Integrative Negotiating
Principled negotiations Negotiations based on the “merits” of the
situation Foundations for gaining integrative
agreements Be willing to trust the other Be willing to share information Be willing to ask concrete questions
Ethical Conflict Behaviors
Argue the specific issue at hand Focus on interests not positions
Avoid dirty fighting (character attacks, slander, overly aggressive tactics) Separate the problem from the people
Construct a “reasonable” argument Be open to alternate perspectives
Avoid premature judgments Listen actively and evaluate fairly
Judge using objective criteriaAdapted from Kreps, 1986, Organizational Communication, p.189. And Schermerhorn
Coping with Criticism
Based on work by Ronald Adler and Gregg Walker (OSU)
osu.orst.edu/instruct/comm440-540/ criticism.htm
Constructive Criticism
The generation of evaluative comments Can promote constructive growth in
individuals and relationships
Guidelines for the Critic
Understand why you are offering criticism Try to understand the other person Describe the behavior, not the person Focus on specifics and the “here and now”,
not generalities or the past Emphasize your feelings Invite a collaborative discussion to solve the
problem Allow the other person to make decisions
When Criticized ...
Recognize and welcome the value of constructive criticism
Listen actively, with an open mind Paraphrase what the other is saying Try to understand the other’s perspective Work hard to avoid becoming defensive Maintain your own power and authority to make
decisions Communicate clearly how you feel and think Insist on valid criticism
Ask for Specifics
Ask for specifics: What is the specific behavior (s) that
bothers this person? In what circumstances does the
objectionable behavior occur? Does this criticism also involve others?
Ask About Consequences ..
Ask about the consequences of your behavior: What need of theirs is not being met? What negative consequences have
occurred as a result of this behavior?