managing conflict and negotiating

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Managing Managing Conflict and Conflict and NegotiatingNegotiating

Chapter Eleven

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After reading the material in this chapter, you should be able to:

LO11.1 Define the term conflict, distinguish between functional and dysfunctional conflict, and

identify three desired outcomes of conflict.LO11.2 Define personality conflicts, and explain how

they should be managed.LO11.3 Discuss the role of in-group thinking in intergroup conflict, and explain what can be done to avoid cross-cultural conflict.LO11.4 Define work-family conflict and describe what can be done to manage it.

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After reading the material in this chapter, you should be able to:

LO11.5 Explain how managers can program functional conflict, and identify the five conflict handling styles.LO11.6 Identify and describe at least four

alternative dispute resolution (ADR) techniques.LO11.7 Draw a distinction between distributive and integrative negotiation, and explain the concept of added-value negotiation.

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Major Trends that Make Conflict Inevitable

Constant changeGreater employee diversityMore teams (virtual and self-managed)Less face-to-face communicationGlobal economy with increased cross-cultural dealings

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A Modern View of Conflict

Conflict process in which

one party perceives its interests are being opposed or negatively affected by another party

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Functional versus Dysfunctional Conflict

Functional conflict characterized by consultative interactions, a

focus on the issues, mutual respect, and useful give and take.

Also called constructive conflict

Dysfunctional conflict threatens organization’s interests.

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Situations That Produce Functional or Dysfunctional Conflict

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Question?

As a manager of a forty-five person department, Connie has always heard that there are certain situations that produce more conflict than others. She is interested in learning about these situations so she can carefully read early warnings and take appropriate actions. Which of the following is not an antecedent of conflict?A.Inadequate communicationB.Organizational simplicityC.Decision making by consensusD.Unmet expectations

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Why People Avoid Conflict

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Desired Outcomes of Conflict

1. Agreement 2. Stronger

relationships3. Learning

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Major Forms of Conflict

Personality conflict interpersonal opposition driven by personal

dislike or disagreement.

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Major Forms of Conflict

Workplace incivility low-intensity deviant behavior intended to harm

the target person in ways that violate norms of mutual respect.

rudeness or a lack of regard for another person

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How to Deal With Personality Conflicts

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Question?

Having taken this OB class and learned about how they deal with personality conflict, what tip(s) would you offer to employees having a personality conflict?

A. In resolving conflict, focus on personalities.B. Bring co-workers into the conflict so you have witnesses.C. Communicate directly with the other person to resolve the

perceived conflict.D. Keep the direct supervisor out of the conflict loop, especially if the

dysfunctional conflict persists.

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Intergroup Conflict

Intergroup conflict conflict among work groups, teams, and

departments

Too much cohesiveness can breed groupthink because a desire to get along pushes aside critical thinking

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Handling Intergroup Conflict

Contact hypothesis the more the members of different groups

interact, the less intergroup conflict they will experience

Managers should identify and root out specific negative linkages between groups

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Question?

Don is an Executive VP of a regional health-insurance company. He has noticed that the different departments do not work well together and seem more concerned with “protecting their turf” than in working to reach organizational goals. Don thinks that if he can create some group activities, the departments will have less conflict. This is called _________.A.Convex theoryB.Concave hypothesisC.Contact hypothesisD.Intergroup theory

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Research Lessons for Handling Intergroup Conflict

The top priority for managers faced with intergroup conflict is to identify and root out specific negative linkages between (or among) groups.

Managers are therefore wise to note negative interactions between members and groups and determine if influential third parties are gossiping negatively about another member or group.

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Cross-Cultural Conflict

Because of differing assumptions about how to think and act, the potential for cross-cultural conflict is both immediate and huge.Success or failure when conducting business across cultures often hinges on avoiding and minimizing actual or perceived conflict

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How to BuildCross-Cultural Relationships

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Work–Family Conflict

Work–family conflict occurs when the

demands of one’s work role conflicts with those of the family role

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Insights about Work–Family Conflict

Work–family balance begins at homeAn employer’s family-supportive philosophy is more important than specific programsInformal flexibility in work hours and in allowing people to work at home is essential to promoting work–family balanceSupportive bosses and colleagues can helpThe importance of work–family balance varies across generations

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Programming Functional Conflict

Programmed Conflict encourages different opinions without

protecting management’s personal feelings.

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Programming Functional Conflict

Devil’s advocacy assigning someone the role of critic.

Dialectic method calls for managers to foster a structured debate

of opposing viewpoints prior to making a decision

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Techniques for Stimulating Functional Conflict: Devil’s Advocacy and the Dialectic Method

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Five Conflict Handling Styles

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Alternative Styles for Handling Dysfunctional Conflict

Integrating interested parties confront the issue and

cooperatively identify the problem, generate and weigh alternative solutions, and select a solution

Appropriate for complex issues plagued by misunderstanding

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Question?

In handling conflict, Jorge believes that interested parties must confront the issue and cooperatively identify the problem, generate and weigh alternative solutions, and select a solution. Jorge can be described as advocating which conflict handling style?A.ObligingB.IntegratingC.DominatingD.Avoiding

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Obliging (Smoothing) tends to minimize differences and highlight

similarities to please the other party

Appropriate when it is possible to get something in return

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Dominating (Forcing) relies on formal authority to force compliance

Appropriate when an unpopular solution must be implemented

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Avoiding involves either passive withdrawal from the

problem or active suppression of the issue

Appropriate for trivial issues

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Compromising give-and-take approach involves moderate

concern for both self and others

Appropriate when parties have opposite goals

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Third Party Interventions: Alternative Dispute Resolution

Alternative Dispute Resolution avoiding costly lawsuits by resolving conflicts

informally or through mediation or arbitration

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Alternative Dispute Resolution

FacilitationConciliationPeer reviewOmbudsmanMediationArbitration

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Question?

Fredhandbag Photography has created a panel of trustworthy employees to decide on disputes at the company. This is called _________.A.MediationB.FacilitationC.ConciliationD.Peer review

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Negotiating

Negotiation give-and-take decision-making process

involving interdependent parties with different preferences

Two types: Distributive Integrative

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Added-Value Negotiation

Added-Value Negotiation cooperatively developing multiple-deal

packages while building a productive long-term relationship

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Steps inAdded-Value Negotiation

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Negotiating Your Salary

1. Know the market rate2. Consider the economy3. Know your own value4. Be honest5. Don’t go first6. Consider benefits, too7. Look at the long term

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Video: Toxic Coworkers

Annoying coworkers can be found in every organization. How can you turn these situations around to have good outcomes result?Is the conflict being described here functional or dysfunctional? Why?Do you think there are there more annoying people today than in the past, or are we just more sensitive to our working environment?What different types of conflict did you pick up on being described in the video?

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