Chapter Eleven

Managing Conflict and Managing Conflict and NegotiatingNegotiating

11-1a

Chapter Eleven Major PointsChapter Eleven Major PointsA Modern View of ConflictA Modern View of Conflict

•A Conflict Continuum

•Functional versus Dysfunctional Conflict

•Desired Outcomes of Conflict

Major Sources of ConflictMajor Sources of Conflict

•Personality Conflicts

•Inter-group Conflict

•Cross-Cultural Conflict

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•Alternative Styles for Handling Dysfunctional Conflict•Third-Party Interventions: Alternative Dispute Resolution

NegotiatingNegotiating•Two Basic Types of Negotiation•Added-Value Negotiation

Chapter Eleven Outline Chapter Eleven Outline (continued)(continued)

Functional conflict serves the organization’s interests while

Dysfunctional conflictDysfunctional conflict threatens the organization’s interests.

Conflict:Conflict: “A process in which one party perceives that its interests are being opposed or

negatively affected by another party.”

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ConflictConflict

• Incompatible personalities or value systems.

• Overlapping or unclear job boundaries.• Competition for limited resources.• Interdepartment/intergroup

competition.• Inadequate communication.• Interdependent tasks.• Organizational complexity.

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How does Conflict StartHow does Conflict Start

• Unreasonable or unclear policies, standards, or rules.

• Unreasonable deadlines or extreme time pressure.

• Collective decision making.• Unmet expectations.• Unresolved or suppressed conflict.

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How does Conflict StartHow does Conflict Start

AgreementAgreement: Strive for equitable and fair agreements that last.

Stronger relationships:Stronger relationships: Build bridges of goodwill and trust for the future.

Learning:Learning: Greater self-awareness and creative problem solving.

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Desired Outcomes of ConflictDesired Outcomes of Conflict

1. Follow company policies for diversity, anti-discrimination, and sexual harassment.

2. Investigate and document conflict. 3. If appropriate, take corrective action

(feedback or Behavior Modication).4. If necessary, attempt informal dispute

resolution.5. Refer difficult conflicts to human resource

specialists or hired counselors for formal resolution attempts and other interventions.

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Tips ~ Personality ConflictTips ~ Personality Conflict

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Figure 11-1

• Conflict within the group is high• There are negative interactions between groups (or between members of those groups)• Influential third-party gossip about other group is negative

• Work to eliminate specific negative interactions between groups (and members).• Conduct team building to reduce intragroup conflict and prepare employees for cross-functional teamwork.• Encourage personal friendships and good working relationships across groups and departments.• Foster positive attitudes toward members of other groups (empathy, compassion, sympathy).• Avoid or neutralize negative gossip across groups or departments.

Recommended actions:Recommended actions:Level of perceivedLevel of perceived

Inter-group conflict tendsInter-group conflict tendsto increase when:to increase when:

Minimizing Inter-group ConflictMinimizing Inter-group Conflict

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BehaviorBehavior RankRankBe a good listener 1Be sensitive to the needs of others 2Be cooperative, rather than overly competitive

2Advocate inclusive (participative) leadership 3Compromise rather than dominate 4Build rapport through conversations 5Be compassionate and understanding 6Avoid conflict by emphasizing harmony

7Nurture others (develop and mentor) 8

TieTie

How to Build Cross-Cultural How to Build Cross-Cultural RelationshipsRelationships

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Figure 11-2

Integrating Obliging

Dominating Avoiding

Compromising

High Low

High

Low

Con

cern

for

Oth

ers

Concern for SelfSource: MA Rahim, “A Strategy for Managing Conflict in Complex Organizations, Human Relations, January 1985, p 84. Used with author’s permission.

Five Conflict-Handling StylesFive Conflict-Handling Styles

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Hands on Exercise

•How important are conflict-handling skills in the How important are conflict-handling skills in the modern workplace? Explain.modern workplace? Explain.

• Did this instrument do a reasonable good job of Did this instrument do a reasonable good job of identifying your primary and backup conflict-handling identifying your primary and backup conflict-handling styles? Explain.styles? Explain.

•Do you need to improve your conflict-handling skills? Do you need to improve your conflict-handling skills? Explain.Explain.

• In your opinion, which conflict-handling style would In your opinion, which conflict-handling style would tend to be most successful in today’s workplace? Which tend to be most successful in today’s workplace? Which is the least successful?is the least successful?

•What is your experience with managers who had What is your experience with managers who had dysfunctional conflict-handling styles? What was the dysfunctional conflict-handling styles? What was the impact on work motivation and job satisfaction?impact on work motivation and job satisfaction?

What is your Conflict-Handling What is your Conflict-Handling Style?Style?

Facilitation:Facilitation: Third party gets disputants to deal directly and constructively with each other.

Conciliation:Conciliation: Neutral third party acts as communication link between disputants.

Peer review:Peer review: Impartial co-workers hear both sides and render decision that may or may not be binding.

Ombudsman:Ombudsman: Respected and trusted member of the organization hears grievances confidentially.

Mediation:Mediation: Trained third-party guides disputants toward their own solution.

Arbitration:Arbitration: Neutral third-party hears both sides in a court-like setting and renders a binding decision.

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Alternative Dispute Resolution Alternative Dispute Resolution (ADR) Techniques(ADR) Techniques

NegotiationA give-and-take decision-making process

involving interdependent parties with different preferences.”

Distributive negotiation:Distributive negotiation: Single issue; fixed-pie; win-lose.

Integrative negotiation:Integrative negotiation: More than one issue; win-win.

Clarify interests.Identify options.Design alternative deal packages.Select a deal.Perfect the deal.

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An Integrative Approach: An Integrative Approach: Added-Value NegotiationAdded-Value Negotiation