© 2009 cengage learning. all rights reserved. chapter 13 conflict and negotiation learning outcomes...

© 2009 Cengage Learning. All rights reserved.

Chapter 13 Conflict and Negotiation

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1 Describe the nature of conflicts in organizations.

2 Explain the role structural and personal factors play in causing conflict in organizations.

3 Discuss the nature of group conflict in organizations.

4 Describe the factors that influence conflict between individuals in organizations.

5 Describe effective and ineffective techniques for managing conflict.

6 Identify five styles of conflict management.


Learning Outcome

Describe the nature of conflicts in organizations.

1


Nature of Organizational Conflict

Conflict – any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties

Functional Conflict – a healthy, constructive disagreement between two or more people

Dysfunctional Conflict – an unhealthy, destructive disagreement between two or more people


Emotional Intelligence (EI)

Emotional intelligence – Amanda

• the power to control one’s emotions

• perceive emotions in others

• adapt to change

• manage adversity


Importance of Conflict Management Skills-Amanda

“As managers we spend about 21% of our time dealing with conflict.”

• Conflict management skills predict managerial success

• High Emotional Intelligence (EI) needed to manage conflict

• EI is valid across cultures

Consequences of Conflict-XiaohanPositive

Consequences

Negative

Consequences

Leads to new ideas Diverts energy from work

Stimulates creativity Threatens psychological well-being

Motivates change Wastes resources

Promotes organizational vitality

Creates a negative climate

Helps individuals and groups establish identities

Breaks down group cohesion

Serves as a safety valve to indicate problems

Can increase hostility and aggressive behaviors


Diagnosing Conflict-Tessa

• Examine the issue

• Analyze the context

• Know the parties involved


Yes No

Are the parties approaching the conflict from a hostile standpoint?

Is the outcome likely to be a negative one for the organization?

Do the potential losses of the parties exceed any potential gains?

Is energy being diverted from goal accomplishment?

Questions to Use When Diagnosing Conflict-Tessa


Learning Outcome

Explain the role structural and personal factors play in causing conflict in organizations.

2

Causes of Conflict in Organizations-Justin

Personal Factors• Skills and abilities• Personalities• Perceptions• Values and ethics• Emotions• Communication barriers• Cultural differences

Structural Factors• Specialization• Interdependence• Common resources• Goal differences• Authority relationships• Status inconsistencies• Jurisdictional ambiguities


Bill Gates has been known to berate employees for unsatisfactory performance, even insulting and yelling at them.

Is Gates a bully, or does he just hate incompetence?

Beyond the Book:“Bully” Gates?


Globalization and Conflict-Richard

Cultural differences and individual differences increase the potential for conflict

Individualism/

Collectivism

Masculinity/

FemininityUncertainty/

Avoidance

TimeOrientation of values

Power/Distance


Learning Outcome

Discuss the nature of group conflict in organizations.

3


Forms of Conflict in Organizations-Tyson

Interorganizational Conflict – conflict that occurs between two or more organizations

Intergroup Conflict – conflict that occurs between groups or teams in an organization

Intragroup Conflict – conflict that occurs within groups or teams


Forms of Conflict in Organizations-Kaylee

Intrapersonal Conflict – conflict that occurs within an individual

Interpersonal Conflict – conflict that occurs between two or more individuals


Managing Interpersonal Conflict-Kellie

• Understand power networks

• Recognize defense mechanisms

• Develop strategies to deal with difficult people


Public humiliation in the corporate world has taken a back seat to more subtle personal jabs.

Overt office conflict is more likely to be noticed as such, so antagonistic coworkers only try what they think they can get away with.

Beyond the Book:Under-the-Table Torment


Learning Outcome

Describe the factors that influence conflict between individuals in organizations.

4


Forms of Intrapersonal Conflict-Ben K.

Interrole Conflict – a person’s experience of conflict among the multiple roles in his/her life

Intrarole Conflict – conflict that occurs within a single role, such as when a person receives conflicting messages from role senders about how to perform a certain role

Person–role Conflict – conflict that occurs when an individual is expected to perform behaviors in a certain role that conflict with his/her personal values


[Resolving Intrapersonal Conflict-Karla]

• Use self-analysis• Diagnose the situation:

• Ask if the organization’s values match your own, and

• Ask role senders what is expected

• Use political skills to buffer negative effects of role conflict stress

An Organizational Member’s Role Set-Hillary

Inside the organization

Focal Role

Outside the organization

Employee1

Employee2

Employee3

Potentialemployee

Employee’scolleagues

Client Supervisor

ColleagueSupplier

SuperiorSuperior

rolesenders

Peerrole

senders

Employeerole

sendersBoundary of the organization

SOURCE: J. C. Quick, J. D. Quick, D. L. Nelson, & J. J. Hurrell, Jr. Preventative Stress Management in Organizations, 1997. Copyright © 1997 by the American Psychological Association. Reprinted by permission.

Power Relationships in Organizations-Krystle

Types of Power Relationships

Behavioral Tendencies and Problems

Examples of Interventions

Equal vs. equal Suboptimization Competition Covert fighting Constant friction

Define demarcation lines Integrate units Teach negotiating skills

High vs. low Control vs. autonomy Resistance to change Motivation problems

Bureaucratize power through rules

Use a different leadership style

High vs. middle vs. low

Role conflict, role ambiguity, stress

Concessions Doubletalk Use of sanctions and

rewards

Improve communication Clarify tasks Teach power strategies

Types of Power Relationships

Behavioral Tendencies and Problems

Examples of Interventions

Equal vs. equal Suboptimization Competition Covert fighting Constant friction

Define demarcation lines Integrate units Teach negotiating skills

High vs. low Control vs. autonomy Resistance to change Motivation problems

Bureaucratize power through rules

Use a different leadership style

High vs. middle vs. low

Role conflict, role ambiguity, stress

Concessions Doubletalk Use of sanctions and

rewards

Improve communication Clarify tasks Teach power strategies

SOURCE: W. F. G. Mastenbroek, Conflict Management and Organizational Development, 1987. Copyright John Wiley & Sons Limited. Reproduced with permission.


Aggressive (Defense) Mechanisms-Zach

Fixation – an individual keeps up a dysfunctional behavior that obviously will not solve the conflict

Displacement – an individual directs his or her anger toward someone who is not the source of the conflict

Negativism – a person responds with pessimism to any attempt at solving a problem


Compromise (Defense) Mechanisms-Ben M

Compensation – an individual attempts to make up for a negative situation by devoting himself/herself to another pursuit with increased vigor

Identification – an individual patterns his or her behavior after another’s

Rationalization – a compromise mechanism characterized by trying to justify one’s behavior by constructing bogus reasons for it


Withdrawal (Defense) Mechanisms-Kyle M

Flight/Withdrawal – entails physically escaping a conflict (flight) or psychologically escaping (withdrawal)

Conversion – emotional conflicts are expressed in physical symptoms

Fantasy – provides an escape from a conflict through daydreaming


Learning Outcome

Describe effective and ineffective techniques for managing conflict.

5


Win–Lose vs. Win–Win Strategies-Kyle P

Strategy Dept. A Dept. B Organization

Competitive Lose Lose Lose Lose Win Lose Win Lose Lose

Cooperative Win– Win– Win


Ineffective Techniques forDealing with Conflict-Dillin

Nonaction

Character Assassination

Due Process Nonaction Administrative

Orbiting

Secrecy

ConflictConflict


A South Carolina woman on probation signed a court document with instructions as to what body part the judge could kiss. The judge rewarded her with an additional 90 days of probation.The lesson: considering the consequences of your words can avoid needless conflict and negative consequences.

Beyond the Book:Looking for Trouble


Effective Techniques forDealing with Conflict-Robin

Superordinate Goals

Confrontingand

Negotiating

Changing Structure

Changing Personnel

Expanding Resources

ConflictConflict


Negotiation

a joint process of finding a mutually

acceptable solution to a complex conflict


Negotiation-Katie

• Two or more people involved• Conflict of interest exists• Willing to negotiate for a better outcome• Parties prefer to work together


Approaches to Negotiation-Miles

Distributive Bargaining – the goals of the parties are in conflict, and each party

seeks to maximize its resources


Approaches to Negotiation-Miles

Integrative Negotiation – focuses on the merits of the issues and seeks a win–win

solution


Learning Outcome

Identify five styles of conflict management.

6


Conflict Management Styles-Evan

Avoiding – deliberate decision to take no action on a conflict or to stay out of a conflict

Accommodating – concern that the other party’s goals be met but relatively unconcerned with getting own way

Competing – satisfying own interests; willing to do so at other party’s expense



Compromising – each party gives up something to reach a solution

Collaborating – arriving at a solution agreeable to all through open and thorough discussion


Cooperativeness(Desire to satisfy another’s concerns)

Assertiveness(Desire to satisfy one’s

own concerns)

Competing Collaborating

Compromising

Avoiding Accommodating

Uncooperative Cooperative

Assertive

Unassertive

SOURCE: K. W. Thomas, “Conflict and Conflict Management,” in M. D. Dunnette, Handbook of Industrial and Organizational Psychology, (Chicago: Rand McNally, 1976), 900. Used with permission of M. D. Dunnette.


Creating a Conflict-Positive

Organization-Linda

ConflictPositive

Value diversity and confront differences

Seek mutual benefits, and unite

behind cooperative goals

Empower employees to feel confident

and skillful

Take stock to reward success and learn from

mistakes


3 Organizational Views of Conflict

Suspect

Belittledifferences

Blame

Seekwin–losesituation

Competitiveconflict

SOURCE: The Conflict-Positive Organization by Tjsovold, © 1991. Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J.



Evadedifferences

Withdraw

ReducerisksDespair

Avoidance ofconflict




Valuediversity

Empower

Seekmutualbenefit

TakeStock

Positiveconflict



Conflict Management Tools

High emotional

intelligence

Ability to reduce

organizational toxins

Negotiation skills

© 2009 cengage learning. all rights reserved. chapter 13 conflict and negotiation learning outcomes...

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consequences of conflict

causes of conflict

parties functional conflict

nature of group conflict

styles of conflict management