po managing conflict and negotiating

7/28/2019 Po Managing Conflict and Negotiating

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Managing Conflict and Negotiating

Kelompok 8


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p

Conflict

Konflik

satu pihak memandang

kepentingannya ditentang

atau terkena dampaknegatif dari kepentingan

pihak lain

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Hubungan antara Intensitas Konflik danHasilnya

Low Moderate

Intensity

High

Too littleconflict

Appropriateconflict

Too muchconflictNegative

Neutral

Positive

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Konflik Fungsional vs Dysfungsional

Konflik Fungsionalsesuai kepentingan

organisasi

Konflik

DisfungsionalMengancam

KepentinganOrganisasi

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Hasil Konflik yg Diharapkan

1) Persetujuan:

2) Hubungan Yang lebih

Erat

3) Pembelajaran

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How to Deal with Personality Conflicts

Dirk and Linda are working closely together on aproject. However, they have very differentpersonalities and working styles. For example,

Dirk prefers to create plans and checklists andLinda has a more free-flowing approach to work.

Linda is now so frustrated she is concerned theproject will not get completed.

What type of conflict is this?

What should she do?

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Tips for Employees Having aPersonality Conflict

All employees need to be familiar with andfollow company policies for diversity, anti-discrimination, and sexual harassment

Communicate directly with the otherperson to resolve the perceived conflict

Avoid dragging co-workers into the conflict

If dysfunctional conflict persists, seek helpfrom direct supervisors or human resourcespecialists

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Chris works with Dirk on another project. Dirkapproaches Chris and begins to complain about

Linda.

What type of conflict is this?

As a third-party, what should he do?

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Tips for Third-Party Observersof a Personality Conflict


Do not take sides in someone elsespersonality conflict

Suggest the parties work things outthemselves in a constructive and positiveway

If dysfunctional conflict persists, refer theproblem to parties direct supervisors

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Sarah, Dirk and Lindas boss, has just been

informed that the completion of the project is

in jeopardy due to conflict between Dirk and

Linda. Linda is now so frustrated she is

concerned the project will not get completed.

As their manager, what should she do?

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Tips for Managers Whose Employeesare Having a Personality Conflict


Investigate and document conflict If appropriate, take corrective action

If necessary, attempt informal disputeresolution

Refer difficult conflict to human resourcespecialists or hired counselors for formalresolution attempts and other interventions

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Meminisasi Konflik Intergroup

Conflict within the

group is high

There are negative

interactions between

groups

Influential third-party

gossip about other group

is negative

Work to eliminate specific negative

interactions between groups

Conduct team building to reduceintragroup conflict and prepare

employees for cross-functional teamwork

Encourage personal friendships and

good working relationships across

groups and departments

Foster positive attitudes toward

members of other groups

Avoid or neutralize negative gossip

across groups or departments

Recomendasi tindakan ActionLevel konflik intergroup

cenderung meningkat bila

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Ways to Build Cross-Cultural Relationships

8Nurture others (develop and mentor)

7Avoid conflict by emphasizing harmony

6Be compassionate and understanding

5Build rapport through conversations

4Compromise rather than dominate

3Advocate inclusive (participative) leadership

2Be cooperative rather than overly competitive

2Be sensitive to the needs of others

1Be a good listener

RankBehavior

Tie

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Stimulating Functional Conflict

Devils Advocacy Approach1) Action proposed2) Devils advocate criticizes it3) Both sides presented to decision

makers4) Decision is made and monitored

Dialectic Decision Method

1) Action proposed

2) Assumptions identified3) Counterproposal generated on

different assumptions4) Debate takes place

5) Decision is made and monitored 13-14


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5 cara mengatasi konflik

Integrating Obliging

Dominating Avoiding

Compromising

High Low

High

Low

ConcernforOthers

Concern for Self13-15


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Third-Party Intervention Optionsfor Handling Conflict

1) Reroute complaints by coaching the sender to find ways to

constructively bring up the matter with the receiver. Do not

carry messages for the sender

2) Facilitate a meeting with the sender and receiver to coach

them to speak directly and constructively with each other

3) Transmit verbatim messages with the senders name

included and coach the receiver on constructive ways todiscuss the message with the sender

These options are considered less political; low risk of

dysfunctional conflict

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Third-Party Intervention Optionsfor Handling Conflict

4) Carry the message verbatim but protect the

senders name5) Soften the message to protect the sender

6) Add your spin to the message to protect thesender

7) Do nothing. The participants will triangle insomeone else

8) Do nothing and spread the gossip. You will trianglein others

These options are considered more political; high risk of

dysfunctional conflict

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Alternative Dispute Resolution(ADR)Techniques

Alternative DisputeResolution (ADR)avoiding

costly lawsuits by resolving

conflicts informally or

through mediation orarbitration

Mediation Neutral third party guides

parties to make a mutually

acceptable solution

Arbitration

Parties agree to accept

the decision of the neutral

arbitrator

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Negotiation

Negotiationgive-and-takeprocess between conflicting

interdependent parties

Distributive negotiation:Singleissue; fixed-pie; win-lose.

Integrative negotiation: More

than one issue; broadening

the pie;

win-win.

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An Integrative Negotiation

Steps

1. Clarify Interests

2. Identify options

3. Design alternativedeal packages

4. Select a Deal

5. Perfect the deal

Jointly

1. Discuss respective needs

2. Discuss respective elements

of value

3. Exchange deal packages

4. Discuss and select fromfeasible deal packages becreative

5. Discuss unresolved issues;build relationships for futurenegotiations; put in writing

Separately

1. Identify tangible andintangible needs

2. Identify elements ofvalue

3. Mix and matchelements of valueinto different deals

4. Analyze dealpackages proposed

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Questionable/Unethical Tactics in Negotiation

Lies

Exaggerated praise

Deception

Weakening the opponent Strengthening ones own position

Nondisclosure

Information exploitation Change of mind

Distraction

Maximization 13-21


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