10-1 copyright © 2005 prentice-hall chapter 10 managing conflict management: a skills approach, 2/e...
TRANSCRIPT
10-1
Copyright © 2005 Prentice-Hall
Chapter 10Chapter 10Managing ConflictManaging Conflict
Management: A Skills Approach, 2/eManagement: A Skills Approach, 2/eby Phillip L. Hunsakerby Phillip L. Hunsaker
Copyright © 2005 Prentice-Hall
10-2
Copyright © 2005 Prentice-Hall
Learning ObjectivesLearning Objectives• Assess Sources of a Conflict
• Awareness of Your Conflict Style
• Empathize with Positions of Others
• Deal with Emotions
• Negotiate Conflict Resolution
• Stimulate Appropriate Conflict
• Implement Conflict Management Procedures
10-3
Copyright © 2005 Prentice-Hall
• Why is the constructive management and resolution of conflict so important for organizational effectiveness?
10-4
Copyright © 2005 Prentice-Hall
What is Conflict?What is Conflict?
• A disagreement between two or more parties who perceive they have incompatible concerns
10-5
Copyright © 2005 Prentice-Hall
If not managed properly, conflict can lead to:
• Hostility
• Lack of cooperation
• Violence
• Destroyed relationships
• Company failure
10-6
Copyright © 2005 Prentice-Hall
When managed effectively, conflict can stimulate:
• Creativity
• Innovation
• Change
10-7
Copyright © 2005 Prentice-Hall
What Are the What Are the Main Sources of Conflict?Main Sources of Conflict?
• Communication Problems
• Structural Design
• Personal Differences
10-8
Copyright © 2005 Prentice-Hall
Structural Design of Typical Functional Structural Design of Typical Functional Organization ChartOrganization Chart
10-9
Copyright © 2005 Prentice-Hall
When Engaging in ConflictWhen Engaging in Conflict
• Assess the Nature of the Conflict
• Judiciously Select the Conflicts You Try to Manage
10-10
Copyright © 2005 Prentice-Hall
Empathize with the Other Empathize with the Other Conflict PartiesConflict Parties
• What is important to them?• Who has power?• What is at stake?• What is their time frame?• Where do they draw their personal and
organizational bottom line?
10-11
Copyright © 2005 Prentice-Hall
Deal with the Emotional Aspects of Deal with the Emotional Aspects of Conflict Before Addressing IssuesConflict Before Addressing Issues
1. Treat the Other Person with Respect
2. Listen and Restate to the Other’s Satisfaction
3. Briefly State Your Views, Needs, and Feelings
10-12
Copyright © 2005 Prentice-Hall
Plan Your Strategy and Plan Your Strategy and ApproachApproach
• Determine Your Objectives
• Implement the Optimal Long-term Strategy for All Involved
• Option of Last Resort
10-13
Copyright © 2005 Prentice-Hall
The Basic Styles of Handling The Basic Styles of Handling ConflictsConflicts
• Avoidance• Accommodation• Competing• Compromise• Collaboration
10-14
Copyright © 2005 Prentice-Hall
Conflict Styles depend on the degree of Conflict Styles depend on the degree of personal versus other concernpersonal versus other concern
10-15
Copyright © 2005 Prentice-Hall
When to Use the Different When to Use the Different Conflict Management StylesConflict Management Styles
ConflictManagement Style When to Use When Not to Use
Collaborating
Accommodating
Competing
When issues are complex and require input and information from othersWhen commitment is neededWhen dealing with strategic issuesWhen long-term solutions are needed
When the issues are unimportant to youWhen your knowledge is limitedWhen there is long-term give and takeWhen you have no power
When there is no timeWhen issues are trivialWhen any solution is unpopularWhen others lack expertiseWhen issues are important to you
When there is no timeWhen others are not interested or do not have the skillsWhen conflict occurs because of different value systems
When others are unethical or wrongWhen you are certain you are correct
When issues are complex and require input and information from othersWhen working with powerful and competent othersWhen long-term solutions and commitment are needed
10-16
Copyright © 2005 Prentice-Hall
NegotiationNegotiation
• Also called bargaining
• Two or more parties exchange goods and services and attempt to agree upon the exchange rate for them.
10-17
Copyright © 2005 Prentice-Hall
Bargaining StrategiesBargaining Strategies
• Distributive Bargaining
• Integrative Bargaining
10-18
Copyright © 2005 Prentice-Hall
Staking Out the Bargaining ZoneStaking Out the Bargaining Zone
10-19
Copyright © 2005 Prentice-Hall
Guidelines for Guidelines for Effective NegotiatingEffective Negotiating
1. Consider the Other Party’s Situation
2. Have a Concrete Strategy
3. Begin with a Positive Overture
4. Address Problems, Not Personalities
5. Maintain a Rational, Goal-oriented Frame of Mind
10-20
Copyright © 2005 Prentice-Hall
Guidelines for Guidelines for Effective NegotiatingEffective Negotiating
6. Insist on Using Objective Criteria
7. Pay Little Attention to Initial Offers
8. Emphasize Win-Win Solutions
9. Create an Open and Trusting Climate
10. Be Open to Accepting Third-Party Assistance
10-21
Copyright © 2005 Prentice-Hall
National Styles of PersuasionNational Styles of Persuasion
Primary Negotiating Style and Process
Conflict: Counterparts’ Arguments Countered With . . .
Making Concessions
Response to Counterparts’ Concessions
North AmericansFactual: Appeals made to logic
Objective facts
Small concessions made early to establish a relationship
Usually reciprocate counterparts
Arabs
Affective: Appeals made to emotions
Subjective feelings
Concessions made throughout as a part of the bargaining process
Almost always reciprocate counterparts
Russians
Axiomatic: Appeals made to ideals
Asserted ideals
Few if any concessions made
Counterparts concessions viewed as weakness and almost never reciprocated
10-22
Copyright © 2005 Prentice-Hall
Stimulating Productive ConflictStimulating Productive Conflict
1. Communicate That Conflict Has a Legitimate Place in the Organization
2. Send Ambiguous Messages about Potentially Threatening Developments
3. Bring in Outsiders
4. Restructure the Organization
5. Appoint a “Devil’s Advocate”
10-23
Copyright © 2005 Prentice-Hall
Ways to Manage Conflict Ways to Manage Conflict Between Groups and DepartmentsBetween Groups and Departments
• Establishing Superordinate Goals• Increasing Communication• Problem Solving• Negotiating• Expansion of Resources• Third-Party Judgment• Changes in Organizational Structure• Smoothing• Avoidance