© 2011 cengage learning. all rights reserved. chapter 13 conflict and negotiation learning outcomes...

© 2011 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.


Conflict

any situation in which incompatible

goals, attitudes, emotions, or behaviors

lead to disagreement or opposition

between two or more parties


Importance of Conflict Management Skills

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

• Conflict management skills predict managerial success

• Emotional intelligence is critical indicator of manager’s ability to deal with conflict


Emotional Intelligence

• the power to control one’s emotions

• perceive emotions in others

• adapt to change

• manage adversity

Consequences of Conflict



Nature of Organizational Conflict

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

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


Diagnosing Conflict

• Examine the issue

• Examine the context

• Examine the parties


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

Causes of Conflict in Organizations

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


CONFLICT!


Forms of Conflict in Organizations

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

Intrapersonal Conflict – conflict that occurs within an individual

Interpersonal Conflict – conflict that occurs between two or more individuals


Types of Intrapersonal Conflict 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, 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]

• Find out as much as possible about the values of the organization.

• Role analysis – ask the various role senders what they expect.

• Political skills – effective politicians can negotiate role expectations when conflicts occur.


Managing Interpersonal Conflict• Understand power networks

• Recognize defense mechanisms

• Develop strategies to deal with difficult people


Aggressive Defense Mechanisms

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

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

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


Win–Lose vs. Win–Win Strategies


Ineffective Techniques forDealing with Conflict

Nonaction

Character Assassination

Due Process Nonaction Administrative

Orbiting

Secrecy

ConflictConflict


Effective Techniques forDealing with Conflict

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

• A joint process of finding a mutually acceptable solution to a complex conflict


Approaches to Negotiation

Distributive Bargaining – the goals of the parties are in

conflict, and each party seeks to maximize its resources


Approaches to Negotiation

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

solution


Conflict Management Styles

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

Using the Five Styles


© 2011 cengage learning. all rights reserved. chapter 13 conflict and negotiation learning outcomes...

Documents

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forms of conflict

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causes of conflict

consequences of conflict

nature of group conflict

styles of conflict management

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