Chapter 13
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Chapter 13 Conflict and Negotiation Learning Outcomes
1 Describe the nature of conflicts in organizations. 2 Explain the role structural and personal factors play in causing conflict in organizations. 3 Discuss the nature of group conflict in organizations.
4 Describe the factors that influence conflict between individuals in organizations. 5 Describe effective and ineffective techniques for managing conflict. 6 Identify five styles of conflict management.
© 2009 Cengage Learning. All rights reserved.
1
Learning Outcome
Describe the nature of conflicts in organizations.
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Nature of Organizational Conflict Conflict – any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties Functional Conflict – a healthy, constructive disagreement between two or more people Dysfunctional Conflict – an unhealthy, destructive disagreement between two or more people © 2009 Cengage Learning. All rights reserved.
Emotional Intelligence (EI) Emotional intelligence – Amanda • the power to control one’s emotions • perceive emotions in others • adapt to change • manage adversity
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Importance of Conflict Management Skills-Amanda “As managers we spend about 21% of our time dealing with conflict.” • Conflict management skills predict managerial success • High Emotional Intelligence (EI) needed to manage conflict • EI is valid across cultures © 2009 Cengage Learning. All rights reserved.
Consequences of Conflict-Xiaohan Positive Consequences Leads to new ideas Stimulates creativity Motivates change Promotes organizational vitality Helps individuals and groups establish identities Serves as a safety valve to indicate problems
Negative Consequences Diverts energy from work Threatens psychological well-being Wastes resources Creates a negative climate Breaks down group cohesion Can increase hostility and aggressive behaviors
Diagnosing Conflict-Tessa • Examine the issue • Analyze the context • Know the parties involved
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Questions to Use When Diagnosing Conflict-Tessa Yes Are the parties approaching the conflict from a hostile standpoint? Is the outcome likely to be a negative one for the organization? Do the potential losses of the parties exceed any potential gains? Is energy being diverted from goal accomplishment?
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No
2
Learning Outcome
Explain the role structural and personal factors play in causing conflict in organizations.
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Causes of Conflict in OrganizationsJustin Structural Factors • Specialization • Interdependence • Common resources • Goal differences • Authority relationships • Status inconsistencies • Jurisdictional ambiguities
Personal Factors • Skills and abilities • Personalities • Perceptions • Values and ethics • Emotions • Communication barriers • Cultural differences
Beyond the Book: “Bully” Gates?
Bill Gates has been known to berate employees for unsatisfactory performance, even insulting and yelling at them. Is Gates a bully, or does he just hate incompetence?
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Globalization and Conflict-Richard Cultural differences and individual differences increase the potential for conflict
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3
Learning Outcome
Discuss the nature of group conflict in organizations.
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Forms of Conflict in OrganizationsTyson Interorganizational Conflict – conflict that occurs between two or more organizations Intergroup Conflict – conflict that occurs between groups or teams in an organization Intragroup Conflict – conflict that occurs within groups or teams
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Forms of Conflict in OrganizationsKaylee Interpersonal Conflict – conflict that occurs between two or more individuals
Intrapersonal Conflict – conflict that occurs within an individual
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Managing Interpersonal Conflict-Kellie • Understand power networks • Recognize defense mechanisms • Develop strategies to deal with difficult people
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Beyond the Book: Under-the-Table Torment
Public humiliation in the corporate world has taken a back seat to more subtle personal jabs. Overt office conflict is more likely to be noticed as such, so antagonistic coworkers only try what they think they can get away with. © 2009 Cengage Learning. All rights reserved.
4
Learning Outcome
Describe the factors that influence conflict between individuals in organizations.
© 2009 Cengage Learning. All rights reserved.
Forms of Intrapersonal Conflict-Ben K. Interrole Conflict – a person’s experience of conflict among the multiple roles in his/her life Intrarole Conflict – conflict that occurs within a single role, such as when a person receives conflicting messages from role senders about how to perform a certain role Person–role Conflict – conflict that occurs when an individual is expected to perform behaviors in a certain role that conflict with his/her personal values © 2009 Cengage Learning. All rights reserved.
[Resolving Intrapersonal Conflict-Karla] • Use self-analysis • Diagnose the situation: • Ask if the organization’s values match your own, and • Ask role senders what is expected
• Use political skills to buffer negative effects of role conflict stress © 2009 Cengage Learning. All rights reserved.
An Organizational Member’s Role SetHillary Outside the organization
Client
Inside the organization
Supervisor
Focal Role
Supplier
Potential employee
Employee 1
Employee 2
Boundary of the organization
Employee 3
Superior
Superior role senders
Colleague
Peer role senders
Employee’s colleagues
Employee role senders
SOURCE: J. C. Quick, J. D. Quick, D. L. Nelson, & J. J. Hurrell, Jr. Preventative Stress Management in Organizations, 1997. Copyright © 1997 by the American Psychological Association. Reprinted by permission.
Power Relationships in OrganizationsKrystle Types of Power Relationships Equal vs. equal
Behavioral Tendencies and Problems Suboptimization Competition Covert fighting Constant friction
Examples of Interventions Define demarcation lines Integrate units Teach negotiating skills
High vs. low
Control vs. autonomy Resistance to change Motivation problems
Bureaucratize power through rules Use a different leadership style
High vs. middle vs. low
Role conflict, role ambiguity, stress Concessions Doubletalk Use of sanctions and rewards
Improve communication Clarify tasks Teach power strategies SOURCE: W. F. G. Mastenbroek, Conflict Management and Organizational Development, 1987. Copyright John Wiley & Sons Limited. Reproduced with permission.
Aggressive (Defense) MechanismsZach Fixation – an individual keeps up a dysfunctional behavior that obviously will not solve the conflict Displacement – an individual directs his or her anger toward someone who is not the source of the conflict Negativism – a person responds with pessimism to any attempt at solving a problem © 2009 Cengage Learning. All rights reserved.
Compromise (Defense) MechanismsBen M Compensation – an individual attempts to make up for a negative situation by devoting himself/herself to another pursuit with increased vigor
Identification – an individual patterns his or her behavior after another’s Rationalization – a compromise mechanism characterized by trying to justify one’s behavior by constructing bogus reasons for it © 2009 Cengage Learning. All rights reserved.
Withdrawal (Defense) MechanismsKyle M Flight/Withdrawal – entails physically escaping a conflict (flight) or psychologically escaping (withdrawal) Conversion – emotional conflicts are expressed in physical symptoms Fantasy – provides an escape from a conflict through daydreaming © 2009 Cengage Learning. All rights reserved.
5
Learning Outcome
Describe effective and ineffective techniques for managing conflict.
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Win–Lose vs. Win–Win StrategiesKyle P
Strategy
Dept. A Dept. B Organization
Competitive
Cooperative
Lose Lose Win Win–
Lose Win Lose Win–
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Lose Lose Lose Win
Ineffective Techniques for Dealing with Conflict-Dillin Nonaction Character Assassination
Secrecy
Conflict Due Process Nonaction
Administrative Orbiting
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Beyond the Book: Looking for Trouble
A South Carolina woman on probation signed a court document with instructions as to what body part the judge could kiss. The judge rewarded her with an additional 90 days of probation. The lesson: considering the consequences of your words can avoid needless conflict and negative consequences. © 2009 Cengage Learning. All rights reserved.
Effective Techniques for Dealing with Conflict-Robin Superordinate Goals Confronting and Negotiating
Changing Structure
Conflict
Expanding Resources
Changing Personnel
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Negotiation a joint process of finding a mutually acceptable solution to a complex conflict
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Negotiation-Katie
• • • •
Two or more people involved Conflict of interest exists Willing to negotiate for a better outcome Parties prefer to work together
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Approaches to Negotiation-Miles Distributive Bargaining – the goals of the parties are in conflict, and each party seeks to maximize its resources
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Approaches to Negotiation-Miles Integrative Negotiation – focuses on the merits of the issues and seeks a win–win solution
© 2009 Cengage Learning. All rights reserved.
6
Learning Outcome
Identify five styles of conflict management.
© 2009 Cengage Learning. All rights reserved.
Conflict Management Styles-Evan Avoiding – deliberate decision to take no action on a conflict or to stay out of a conflict Accommodating – concern that the other party’s goals be met but relatively unconcerned with getting own way Competing – satisfying own interests; willing to do so at other party’s expense
© 2009 Cengage Learning. All rights reserved.
Conflict Management Styles-Evan Compromising – each party gives up something to reach a solution
Collaborating – arriving at a solution agreeable to all through open and thorough discussion
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Conflict Management Styles-Evan Assertive
Competing
Collaborating
Assertiveness
(Desire to satisfy one’s own concerns)
Unassertive
Compromising
Avoiding
Accommodating
Uncooperative
Cooperative
Cooperativeness
(Desire to satisfy another’s concerns) SOURCE: K. W. Thomas, “Conflict and Conflict Management,” in M. D. Dunnette, Handbook of Industrial and Organizational Psychology, (Chicago: Rand McNally, 1976), 900. Used with permission of M. D. Dunnette.
Creating a Conflict-Positive OrganizationLinda Value diversity and confront differences
Take stock to reward success and learn from mistakes
Conflict Positive
Seek mutual benefits, and unite behind cooperative goals
Empower employees to feel confident and skillful © 2009 Cengage Learning. All rights reserved.
3 Organizational Views of Conflict Competitive conflict
Belittle differences Suspect
Seek win–lose situation
Blame
SOURCE: The Conflict-Positive Organization by Tjsovold, © 1991. Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J.
© 2009 Cengage Learning. All rights reserved.
3 Organizational Views of Conflict Avoidance of conflict
Evade differences
Despair
Reduce risks
Withdraw
SOURCE: The Conflict-Positive Organization by Tjsovold, © 1991. Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J.
© 2009 Cengage Learning. All rights reserved.
3 Organizational Views of Conflict Positive conflict
Value diversity Take Stock
Seek mutual benefit
Empower
SOURCE: The Conflict-Positive Organization by Tjsovold, © 1991. Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J.
© 2009 Cengage Learning. All rights reserved.
Conflict Management Tools
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