chap 013

© 2013 The McGraw-Hill Companies, Inc. All rights reserved. Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Managing Conflict Managing Conflict and Negotiatingand Negotiating

Chapter Thirteen

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Learning Objectives

LO.1 Define the term conflict, and put the three metaphors of conflict into proper perspective for the workplace.

LO.2 Distinguish between functional and dysfunctional conflict, and discuss why people avoid conflict.

LO.3 List six antecedents of conflict, and identify the desired outcomes of conflict.

LO.4 Define personality conflicts, and explain how managers should handle them.

LO.5 Discuss the role of in-group thinking in intergroup conflict, and explain what management can do about intergroup conflict.

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Learning Objectives (cont.)

LO.6 Discuss what can be done about cross-cultural conflict.

LO.7 Explain how managers can stimulate functional conflict, and identify the five conflict- handling styles.

LO.8 Explain the nature and practical significance of conflict triangles and alternative dispute resolution for third-party conflict intervention.

LO.9 Explain the difference between distributive and integrative negotiation, and discuss the concept of added-value negotiation.

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Major Trends that Make Organizational Conflict Inevitable

Constant change

Greater employee diversity

More teams (virtual and self-managed)

Less face-to-face communication

Global economy with increased cross-cultural dealings

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Conflict: A Modern Perspective

Conflict process in which

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

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The Relationship between Conflict Intensity and Outcomes

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Functional versus Dysfunctional Conflict

Functional conflict Serves organization’s

interests Also called

constructive conflict

Dysfunctional conflict threatens

organization’s interests.

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Why People Avoid Conflict

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Antecedents of Conflict

Incompatible personalities or value systems.

Overlapping or unclear job boundaries.

Competition for limited resources.

Inadequate communication.

Unreasonable or unclear policies, standards, or rules.

Unreasonable deadlines or extreme time pressure.

Collective decision making

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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 communication

B.Organizational simplicity

C.Decision making by consensus

D.Unmet expectations

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Desired Conflict Outcomes

1. Agreement

2. Stronger relationships

3. Learning

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Types of Conflict

Personality conflict interpersonal opposition driven by personal

dislike, disagreement, or different styles

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Types of Conflict

Workplace incivility rudeness or a lack of regard for another person

Day of contemplation A one-time-only day off with pay to allow a

problem employee to recommit to the organization’s values and mission.

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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

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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 theory

B. Concave hypothesis

C. Contact hypothesis

D. 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.

A single personality conflict may contaminate the entire intergroup experience. The same goes for an employee who voices negative opinions or spreads negative rumors about another group.

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An Updated Contact Model for Minimizing Intergroup Conflict

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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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Programming Functional Conflict

Programmed Conflict conflict that raises different opinions regardless

of the personal feelings of the managers

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Stimulating 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.Obliging

B.Integrating

C.Dominating

D.Avoiding

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Obliging (Smoothing) involves playing down differences while

emphasizing commonalities

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 or when the costs of confrontation outweigh the benefits of resolving the conflict

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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

Conflict triangle occurs when two people are having a problem

and, instead of addressing the problem directly with each other, one of them gets a third person involved

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Third-Party Intervention Options for Handling Conflict Triangles

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Third Party Interventions

Alternative Dispute Resolution avoiding costly lawsuits by resolving conflicts

informally or through mediation or arbitration

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Alternative Dispute Resolution

Facilitation

Conciliation

Peer review

Ombudsman

Mediation

Arbitration

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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. Mediation

B. Facilitation

C. Conciliation

D. 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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An Integrative Approach: Added-Value Negotiation

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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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