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Chapter 13: Conflict and Negotiation

Terms in this set (64)

Learning Objectives
Describe the nature of conflicts in organizations.

Explain the role structural and personal factors play in causing conflict in organizations.

Discuss the nature of group conflict in organizations.

Describe the factors that influence conflict between individuals in organizations.

Describe effective and ineffective techniques for managing conflict.

Identify five styles of conflict management.
Learning Outcome 1
Describe the nature of conflicts in organizations
Conflict
Any situation in which incompatible goals, attitudes, emotions or behaviors lead to disagreement or opposition between two or more parties
Importance of Conflict Management Skills
"As managers we spend about 21% of out time dealing with conflict"

A whole day

-Conflict management skills predict managerial success
-Emotional intelligence is critical indicator of manager's ability to deal with conflict
Emotional Intelligence
-The power to control one's emotions
-Perceive emotions in others
-Adapt to change
-Manage adversity
Positive Consequences of Conflict
-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 of Conflict
-Diverts energy from work
-Threatens psychological well-being
-Wastes resources
-Creates a negative climate
-Breaks down group cohesion
-Can increase hostility and aggressive behaviors
Nature of Organizational Conflict
Functional Conflict
Dysfunctional Conflict
Functional Conflict
A healthy, constructive disagreement between two or more people
Dysfunctional Conflict
An unhealthy, destructive disagreement between two or more people
Diagnosing Conflict
Examine the issue
Examine the context
Examine the parties
Learning Outcome 2
Explain the role structural and personal factors play in causing conflict organizations
Causes of Conflict in Organizations
Structural Factors
Personal Factors
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
Learning Outcome 3
Discuss the nature of group conflict in organizations
Forms of Conflict in Organizations
Interorganizational Conflict
Intergroup Conflict
Intragroup Conflict
Interorganizational Conflict
Conflict that occurs between two or more organizations

ATT and Verizon
Intergroup Conflict
Conflict that occurs between groups or teams in an organization

Me and meg getting in a fight with Genna and KK
Intragroup Conflict
Conflict that occurs within groups or teams

Me and meg getting in a fight
Learning Outcome 4
Describe the factors that influence conflict between individuals in organizations
Forms of Conflict in Organizations
Interpersonal conflict
Intrapesonal conflict
Interpersonal conflict
Conflict that occurs between two or more individuals

me and meg in a fight
Intrapersonal Conflict
Conflict that occurs within an individual

So many things on my plate
Types of Intrapersonal Conflict
Interrole Conflict
Intrarole Conflict
Person-role Conflict
Interrole Coflict
A person's experience of conflict among the multiple roles in his or 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 in a particular role is expected to perform behaviors that clash with his or her personal values
An Organizational Member's Role Set
Superior role senders
Peer role senders
Employee role senders
Resolving Intrapersonal Conflict
-When seeking a job, find out as much as possible about the values of the organization

-Role analysis: ask the various role sender what they expect

-Political Skills: effective politicians can negotiate role expectation when conflicts occur
Managing Interpersonal Conflict
-Understand power networks

-Recognize defense mechanisms

-Develop strategies to deal with difficult people
Types of Relationships
Equal vs. Equal
High vs. Low
High vs. Middle vs. Low
Equal vs. Equal
Suboptimization
-Tendency to compete with one another
-Convert fighting for positions
-Constant friction in border areas

Intervention
-Defining decoration lines
-Improving coordination procedures
-Integrating units
-Teaching negotiating skills
-Clarifying common interests
-Activating central authority
High vs. Low
Control vs. Autonomy
-Resistance to change
-Motivation problems

Intervention
-Bureacratizing power through rules
-Using a different style of leadership
-Structural and cultural interventions
High vs. Middle vs. Low
Role conflict, role ambiguity, stress
-Concessions, double talk and use of sanctions and rewards to strengthen the position

Intervention
-Improving communication
-Clarifying tasks
-Horizontialization, vertical tas expansion
-Teaching power strategies
Aggressive Defense Mechanisms
Fixation
Displacement
Negativism
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
Comprise Defense Mechanisms
Compensation
Identification
Rationalization
Compensation
An individual attempts to make up for a negative situation by devoting himself or 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
Withdrawal Defense Mechanisms
Flight/Withdrawal
Coversion
Fantasy
Flight/Withdrawal
Entails physically escaping (flight) or psychologically escaping (withdrawal) a conflict
Conversion
Emotional conflicts are expressed in physical symptoms
Fantasy
Provides an escape from a conflict through daydreaming
Learning Outcome 5
Describe effective and ineffective techniques for managing conflict
Ineffective Techniques for Dealing with Conflict
Due Process Nonaction
Character Assassination
Nonaction
Secrecy
Administrative Orbiting
Effective Techniques for Dealing with Conflict
Changing Structure
Confronting and Negotiating
Superordinate Goals
Expanding Resources
Changing Personnel
Negotiation
A joint process of finding a mutually acceptable solution to a complex conflict
Approaches to Negotiation
Distributive Bargaining
Integrative Negotiation
Distributive Bargaining
The goals of the parties are in conflict, and each party seeks to maximize its resources
Integrative Negotiation
The parties goals are not seen as mutually exclusive but the focus is on both sides achieving their objectives
Learning Outcome 6
Identify five styles of conflict management
Conflict Management Styles
Avoiding
Accommodating
Competing
Compromising
Collaborating
Avoiding
Deliberate decision to take no action on a conflict or to stay out of a conflict

Uncooperative, Unassertive
Accommodating
Concern that the other party's goals be met relatively unconcerned with getting own way

Cooperative, Unassertive
Competing
Satisfying own interests
Willing to do so at other parties expense

Uncooperative, Assertive
Compromising
Each party gives up something to reach a solution

Middle
Collaborating
Arriving at a solution agreeable to all through open and thorough discussion

Cooperative, Assertive
Using the Five Styles

Competing
When quick, decisive action is vital (emergencies)

Where unpopular actions need implementing for important issues (cost cutting)

On issues vital to company, when you know you are right

Against people who take advantage of noncompetitive behavior
Collaborating
when both are important

objective is to learn

merge insights from people

gain commitment by incorporating concerns into a consensus

work though feelings that have interfered with a relationship
Compromising
goal important, not worth the effort or potential disruption of more assertive modes

opponents of equal power are committed to mutually exclusive goals

expedient solutions under time pressure

temporary supplements to complex issues

as a backup when collaboration and competition is unsuccessful
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