org behaviour 7 conflict and negotiation 506

8/8/2019 Org Behaviour 7 Conflict and Negotiation 506

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1

.

Organizational ConflictOrganizational Conflictand Negotiationand NegotiationOrganizational ConflictOrganizational Conflictand Negotiationand Negotiation


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2

P. Doyle. Ottawa Citizen

Conflict at the City of OttawaConflict at the City of OttawaConflict at the City of OttawaConflict at the City of Ottawa

Conflict occurred between

City of Ottawa firefighters

and a diversity management

instructor. They disagreedover the selection of three

female firefighters and

spending money on diversity

training rather than other

training and equipment.


3/20

3

P. Doyle. Ottawa Citizen

Conflict DefinedConflict DefinedConflict DefinedConflict Defined

The process in which

one party perceives

that its interests arebeing opposed or

negatively affected by

another party.


4/20

4

The Conflict ProcessThe Conflict ProcessThe Conflict ProcessThe Conflict Process

Sources ofSources ofConflictConflict

ManifestManifestConflictConflict

ConflictConflictOutcomesOutcomes

Conflict

Perceptions

Conflict

Emotions


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5

Task vs. Socioemotional ConflictTask vs. Socioemotional ConflictTask vs. Socioemotional ConflictTask vs. Socioemotional Conflict

Task-related conflict Conflict is aimed at issue, not parties

Basis of constructive controversy

Helps recognize problems, identify solutions,and understand the issues better

Socioemotional conflict Conflict viewed as a personal attack

Foundation of conflict escalation Leads to dissatisfaction, stress, and turnover


6/20

6

Constructive Controversy in the CockpitConstructive Controversy in the CockpitConstructive Controversy in the CockpitConstructive Controversy in the Cockpit

At one time, co-pilots hesitated to

disagree with the captain even when

they saw a safety hazard. Today,

cockpit resource management training

encourages flight crews to engage in

constructive controversy in. The result

has been significantly fewer airplane

disasters.

Photodisc. With permission.


7/207

Photodisc. With permission.

Organizational Conflict OutcomesOrganizational Conflict OutcomesOrganizational Conflict OutcomesOrganizational Conflict Outcomes

Potential benefits

Improves decision making

Strengthens team dynamics

Dysfunctional outcomes Diverts energy and resources

Encourages organizational politics

Encourages stereotyping

Weakens knowledge management


8/208

Sources of ConflictSources of ConflictSources of ConflictSources of Conflict

GoalGoal

IncompatibilityIncompatibility

Different ValuesDifferent Values

and Beliefsand Beliefs

Goals conflict with goals of others

Different beliefs due to uniquebackground, experience, training

Caused by specialized tasks, careers

Explains misunderstanding in cross-cultural and merger relations


9/209


GoalGoal




TaskTask

InterdependenceInterdependence

Three levels of interdependence

ResourceResource

AA BB CC

Pooled

AA BB CC

Sequential

AA

BB CC

Reciprocal


10/2010


GoalGoal




TaskTask

InterdependenceInterdependence

ScarceScarce

ResourcesResources

AmbiguityAmbiguity

CommunicationCommunication

ProblemsProblems

Increases competition for resources to

fulfill goals

Lack of rules guiding relations Encourages political tactics

Lack of opportunity--reliance on stereotypes

Lack of ability-- arrogant communication heightens

conflict perception

Lack of motivation-- conflict causes lower motivation to

communicate, increases stereotyping


11/2011

Asser

tiven

ess

Cooperativeness

CompetingCompeting CollaboratingCollaborating

CompromisingCompromising

AvoidingAvoiding AccommodatingAccommodating

High

Low High

Conflict Management StylesConflict Management StylesConflict Management StylesConflict Management Styles


12/2012

Conflict Management StrategiesConflict Management StrategiesConflict Management StrategiesConflict Management Strategies

1. Emphasizing Superordinate Goals Emphasizing common objectives rather than

conflicting sub-goals

Reduces goal incompatibility and differentiation

2. Reducing Differentiation Removing sources of different values and

beliefs

Generalist careers and job rotation

Common dress code and status

Common work experiences


13/2013

G. Diggens. With permission.

Managing Conflict in Drum CirclesManaging Conflict in Drum CirclesManaging Conflict in Drum CirclesManaging Conflict in Drum Circles

Doug Sole leads a group of

employees in Toronto in a drum

circle. Drum circles encourage

participants to learn how to

cooperatively work together in

unstructured workplaces. They

also improve mutual

understanding.


14/2014


3. Communication and Understanding3. Communication and Understanding3. Communication and Understanding3. Communication and Understanding

Employees understand and

appreciate each others views

through communication

Informal gatherings Formal dialogue sessions

Relationship restructuring

Drum sessions


15/2015


Other Ways to Manage ConflictOther Ways to Manage ConflictOther Ways to Manage ConflictOther Ways to Manage Conflict

4. Reduce Task Interdependence Dividing shared resources

Combine tasks

Use buffers

5. Increase Resources Duplicate resources

6. Clarify Rules and Procedures

Clarify resource distribution Change interdependence


16/2016

Your PositionsYour Positions

InitialInitial TargetTarget

InitialInitialTargetTargetOpponents PositionsOpponents Positions

Area ofPotential

Agreement

Bargaining Zone ModelBargaining Zone ModelBargaining Zone ModelBargaining Zone Model

ResistanceResistance

ResistanceResistance


17/2017

Situational Influences on NegotiationSituational Influences on NegotiationSituational Influences on NegotiationSituational Influences on Negotiation

Location

Physical Setting

Time Investment

and Deadlines

Audience

Corel Corp. With permission.


18/2018

Effective Negotiator BehavioursEffective Negotiator BehavioursEffective Negotiator BehavioursEffective Negotiator Behaviours

Plan and Set Goals

Gather Information

Communicate

Effectively

Make AppropriateConcessions Corel Corp. With permission.


19/2019

Third-PartyThird-Party

Conflict ResolutionConflict Resolution

ObjectivesObjectives

EfficiencyEfficiency

EffectivenessEffectiveness

ProceduralProceduralFairnessFairness

OutcomeOutcomeFairnessFairness

Third-Party ObjectivesThird-Party ObjectivesThird-Party ObjectivesThird-Party Objectives


20/2020

Types of Third Party InterventionTypes of Third Party InterventionTypes of Third Party InterventionTypes of Third Party Intervention

MediationMediation

ArbitrationArbitration

InquisitionInquisition

Level ofProcess

Control

Level of Outcome Control

High

HighLow

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