what is the nature of conflict in organizations? how can conflict be managed? what is the nature of...
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What is the nature of conflict in
organizations?
How can conflict be managed?
What is the nature of negotiation in
organizations?
What are alternative strategies for
negotiation?Copyright © 2012 John Wiley & Sons, Inc. 10-2
Conflicts occur whenever disagreements exist in a social setting or when emotional antagonisms create friction between individuals or groups.
Substantive
A fundamental disagreement over ends or goals to be
pursued, and the means for their
accomplishment.
Emotional
Interpersonal difficulties that arise over feelings of
anger, mistrust, dislike, fear, resentment, and the like.
Copyright © 2012 John Wiley & Sons, Inc. 10-3
"If I had a formula for bypassing trouble, I would
not pass
it round. Trouble creates a capacity to handle it.
I don't embrace trouble; that's as bad as treating
it as an
enemy.
…But I do say meet it as a friend, for you'll see a
lot of it and had better be on speaking terms
with it."
—Oliver Wendell Holmes
Copyright © 2012 John Wiley & Sons, Inc. 10-4
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Functional conflict
Results in constructive, positive benefits to
individuals, the team, or the organization.
Dysfunctional conflict
Destructive to an individual or team.
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Copyright © 2012 John Wiley & Sons, Inc. 10-7
Potential benefits of functional conflict
Brings important problems to the surface so
they can be addressed.
Causes decisions to be carefully considered.
Increases amount of information used for
decision making.
Provides opportunities for creativity.
Copyright © 2012 John Wiley & Sons, Inc. 10-8
Potential outcomes of dysfunctional conflict
Diverts energies.
Hurts group cohesion;
Promotes interpersonal hostilities.
Creates a negative environment.
Can decrease performance and job satisfaction.
Can contribute to absenteeism and job turnover.
Copyright © 2012 John Wiley & Sons, Inc. 10-9
Culture and conflict
Culture and cultural differences must be
considered for their conflict potential.
Sensitivity and respect when working
across cultures can often tap the
performance advantages of both diversity
and constructive conflict.
Copyright © 2012 John Wiley & Sons, Inc. 10-10
Conflict resolution
Situation in which the underlying reasons
for a given destructive conflict are
eliminated.
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Copyright © 2012 John Wiley & Sons, Inc. 10-12
Conflict antecedents
Establish the conditions from which
conflicts are likely to emerge.
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Perceived conflict
When the antecedents become the basis for
substantive or emotional differences between
people or groups.
Felt conflict
Conflict experienced as tension that motivates
the person to take action to reduce feelings of
discomfort.
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Manifest conflict
Expressed openly in behavior.
Conflict aftermath
Removing or correcting antecedents.
Conflict suppression
No change in antecedent conditions occurs even
though the manifest conflict behaviors may be
temporarily controlled.
Copyright © 2012 John Wiley & Sons, Inc. 10-15
Causes of conflict
Vertical conflict Occurs between levels and commonly involves supervisor-subordinate
and team-leader disagreements over resources, goals, deadlines, or
performance results.
Horizontal conflict Occurs between persons or group working at the same hierarchical
level.
Line-staff conflict Involves disagreements between line and staff personnel over who
has authority and control over decisions on matters such as budgets,
technology, and human resource practices.
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Role ambiguity conflicts Occur when the communication of task expectations is
unclear or upsetting in some way.
Task and workflow interdependencies Occur when people or units are required to cooperate to
meet challenging goals.
Domain ambiguities
Occur when individuals or teams lack adequate task
direction or goals and misunderstand such things as
customer jurisdiction or scope authority.
Copyright © 2012 John Wiley & Sons, Inc. 10-17
Resource scarcity
When resources are scarce, working
relationships are likely to suffer.
Power or value asymmetries
Occur when interdependent people or
teams differ substantially from one another
in status and influence or in values.
Copyright © 2012 John Wiley & Sons, Inc. 10-18
Indirect strategies:
Managed interdependence Decoupling, or taking action to
eliminate or reduce the required
contact between conflicting parties.
Buffering is another approach that
can be used when the inputs of one
team are the outputs of another.
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Appeal to common goals
Focusing the attention of potentially
conflicting individuals and teams on one
mutually desirable conclusion.
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Upward referral
Problems are moved from the level of conflicting
individual or teams and referred up the hierarchy
for more senior managers to address.
Altering scripts and myths
Superficial management managed by scripts, or
behavioral routines, that become part of the
organization’s culture.
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Lose-lose conflict
Nobody gets what he or she wants;
underlying reasons for remain unresolved.
Strategies include:
Avoidance.
Accommodation- playing down differences.
Compromise- giving up something valued.
Copyright © 2012 John Wiley & Sons, Inc. 10-23
Win-Lose conflict
One party achieves its desires at the
expense and to the exclusion of the other
party’s desires.
Competition - achieve domination through force,
superior skill, or domination.
Authoritative command – formal authority used
to end conflict.
Copyright © 2012 John Wiley & Sons, Inc. 10-24
Win-Win conflict Achieved by a blend of both high cooperativeness and
high assertiveness.
Collaboration or problem solving
o involves recognition by all conflicting parties that
something is wrong and need attention. It Stresses
gathering and evaluating information in solving
disputes and making choices.
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Think of a conflict you had with a co-
worker…
Was it handled directly or indirectly?
How was it resolved? Think about the
technique that was used.
Has the conflict re-appeared?
Copyright © 2012 John Wiley & Sons, Inc. 10-26
Negotiation
The process of making joint
decisions when the parties
involved have different
preferences.
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Substance goals
Outcomes that relate to “content” issues under
negotiation.
Relationship goals
Outcomes that relate 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.
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Effective negotiation factors:
Quality – negotiation results offer a “quality”
agreement that is wise and satisfactory to all sides.
Harmony – negotiation is “harmonious” and fosters
rather than inhibits good interpersonal relations.
Efficiency - negotiation is “efficient” and no more
time consuming or costly than absolutely
necessary.
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Ethical aspects of negotiation
The motivation to behave ethically in
negotiations is put to the test by each
party’s desire to “get more” than the other
from the negotiation and/or by a belief that
there are insufficient resources to satisfy all
parties.
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Copyright © 2012 John Wiley & Sons, Inc. 10-31
Distributive
negotiation› Focuses on
positions staked out or declared by the conflicting parties.
Integrative
negotiation› Sometimes called
principled negotiation.
› Focuses on the “merits” of the issues.
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Distributive negotiation
“Who is going to get this resource?”
“Hard” distributive negotiation (win/lose)
Each party holds out to get its own way.
“Soft” distributive negotiation (lose/lose)
One party tries to find the ways to meet the
other’s desires.
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Bargaining zone
Range between one party’s minimum
reservation point and the other party’s
maximum reservation point.
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Integrative negotiation
“How can the resource best be used?”
Less confrontational than distributive
negotiation.
Allows a broader range of alternative
solutions to be considered.
A win-win solution is possible.
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Foundations of Integrative
negotiation
1. Attitudinal
Willingness to trust, share information, and
ask concrete questions.
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2. Behavioral Separate the people from the problem.
Don’t allow emotional considerations to affect the
negotiations.
Focus on common interests rather than solutions.
Avoid premature judgments.
Keep the identification of alternatives separate from their
evaluation.
Judge possible agreements by set criteria or standards.
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3. Informational
Each party must know what he or she will do if an
agreement can’t be reached.
Each party must identify and understand their
personal interest in the situation.
Each party must know what is really important to
them in the case at hand, and they must come to
understand the relative importance of the other
party’s interests.
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Third party negotiations
A neutral third party works with persons
involved in a negotiation to help them resolve
impasses and settle disputes.
Arbitration
A neutral third party acts as a “judge” and
has the power to issue a decision that is
binding on all parties.
Copyright © 2012 John Wiley & Sons, Inc. 10-40
Mediation
A neutral third party tries to engage the
parties in a negotiated solution through
persuasion and rational argument.
Copyright © 2012 John Wiley & Sons, Inc. 10-41