Chapter 11Managing conflict and negotiation

Conflict and Negotiations - Key ConceptsConflict: definitionConstructive and Destructive aspectsLevels of conflict Stages of conflictIndirect and direct conflict mgmt approachesConflict styles/behaviorsNegotiationHard & soft bargaining, ethical conflict behaviorsCoping with Criticism

ConflictConflict is____________________SubstantiveA fundamental disagreement over ends or goals to be pursued and the means for their accomplishment.EmotionalInterpersonal difficulties that arise over feelings of anger, mistrust, fear, and resentment.

Constructive (Functional) ConflictHelps identify issues and underlying problemsActs as a safety valve, releasing tension and angerEncourages interaction and involvementPromotes creativityFacilitates problem solvingPromotes sharing of informationTests strength of ideas - under fire

Adapted from Gary L. Kreps, Organizational Communication, 1986, p. 188-189

Destructive (Dysfunctional) conflict

Results in negative outcomesDecreases work productivity and job satisfactionIncreases in absenteeism and turnoverA successful leader will be alert to destructive conflicts and take action

Levels of conflictIntrapersonal

Interpersonal

Intra-group

Inter-group

Organizational

Levels of ConflictIntrapersonal LevelInvolve actual or perceived pressures from incompatible goals or expectations within a personOnes perceptions differ from others; ones judgment called into question

Approach- Approach ConflictChoices: two positive and equally attractive alternativesExample: two jobs = equally positive duties, pay, benefits, location

Levels of Conflict, cont.Intrapersonal Level Approach- Avoidance ConflictChoice: something has both positive and negative consequencesExample: a great job in a lousy locationAvoidance Avoidance ConflictChoices: two negative and equally unattractive alternativesExample: two jobs - neither first choice in terms of duties, pay, location

Levels of ConflictInterpersonalbetween two or more individualsIntergroupamong and between groups

Interorganizationalrelated to competition and rivalry that characterizes firms operating in the same markets

Diagnosing ConflictVertical conflict: between hierarchical levelsSupervisor subordinate disagreements over resources, goals, deadlines, or performanceHorizontal conflict: same level (coworkers, line - staff, functional units) Goal incompatibilities; ambiguities, Perceived resource scarcitiesPower or value differences or interpersonal factors

Stages of ConflictAntecedent conditionsPerceived and felt conflictManifest conflictConflict resolution, management or suppressionConflict aftermathProposed by Louis Pondy (1967)

Desired OutcomesAgreementFair and equitableStronger relationshipsBridges of trust and goodwill for futureLearningGreater self-awareness and creative problem solving

Dean Tjosvolds cooperative conflict model

The Conflict ProcessIncreasedperformanceDecreasedperformancePerceivedconflictFeltconflictAntecedent conditionscommunicationstructurepersonal variablesManifestconflictConflict-handlingBehaviors/styles:competitioncollaborationaccommodationavoidancecompromiseConflict Aftermath

Indirect Conflict Management ApproachesReduce InterdependenceReduce required contact, build buffers, assign formal liaisonAppeal to common goalsEstablish a common, overarching goal, ensure parties take responsibility Use chain of commandRefer problem to more senior employees/managers Redesign the organizationRewrite 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 SelfConcern for Others

Direct Conflict Management TechniquesLose-loseAvoidanceSidestep, postpone, withdrawAccommodationPlay down differences and highlight similarities; yield, obey or sacrifice to otherCompromiseSplit the difference, exchange concessions, seek the middle-ground

Direct Conflict Management TechniquesWin-loseCompetition: one party achieves its desires at the expense and to the exclusion of the other partys desiresStand for your rights; defend your position - which you believe is correct

Direct Conflict Management TechniquesWin-winCollaboration:Achieve each others goalsAcceptable by both partiesEstablishes a process whereby all parties involved feel a responsibility to be open and honest about facts and feelingsExplore the disagreement to learn from each otherResults in problem solving or situation improvement

Negotiation Process of making joint decisions when the parties involved have different preferencesSuccessful negotiations:Substantive goalsConcerned with outcomes relative to the content issues at hand Relational goalsConcerned 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 NegotiatingHard Bargaining When each party holds out to get its own wayLeads to competitionSoft Bargaining When one party is willing to make concessions to the other to end the impasseLeads to accommodation

Party Bs aspiration rangeParty As aspiration rangeSettlement rangeParty AstargetpointParty BstargetpointParty BsresistancepointParty AsresistancepointStaking Out the Bargaining Zone

Integrative Negotiating Principled negotiationsNegotiations based on the merits of the situationFoundations for gaining integrative agreementsBe willing to trust the otherBe willing to share informationBe willing to ask concrete questions

Ethical Conflict BehaviorsArgue the specific issue at handFocus on interests not positionsAvoid dirty fighting (character attacks, slander, overly aggressive tactics)Separate the problem from the peopleConstruct a reasonable argumentBe open to alternate perspectivesAvoid premature judgmentsListen actively and evaluate fairlyJudge using objective criteriaAdapted from Kreps, 1986, Organizational Communication, p.189. And Schermerhorn

Coping with CriticismBased on work by Ronald Adler and Gregg Walker (OSU)osu.orst.edu/instruct/comm440-540/ criticism.htm

Constructive CriticismThe generation of evaluative commentsCan promote constructive growth in individuals and relationships

Guidelines for the CriticUnderstand why you are offering criticismTry to understand the other personDescribe the behavior, not the personFocus on specifics and the here and now, not generalities or the pastEmphasize your feelingsInvite a collaborative discussion to solve the problemAllow the other person to make decisions

When Criticized ...Recognize and welcome the value of constructive criticismListen actively, with an open mindParaphrase what the other is sayingTry to understand the others perspectiveWork hard to avoid becoming defensiveMaintain your own power and authority to make decisionsCommunicate clearly how you feel and thinkInsist on valid criticism

Ask for SpecificsAsk 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?

ResolutionMake sure you understand the original complaint or problemTake time and make the effort to hear out the other person completelyAsk how s/he would suggest the issue be resolvedProvide feedback on your point of view and how you plan to proceed only after completing the previous 3 steps