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© 2013 Cengage Learning
Chapter 13 Conflict and Negotiation
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es 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.
Learning OutcomeLearning Outcome
Describe the nature of conflicts in organizations.
© 2013 Cengage Learning
1
Conflict
Conflict - any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties
© 2013 Cengage Learning
© 2013 Cengage Learning
Importance of Conflict Management Skills
“As managers we spend about 21% of our time dealing with conflict.”
• 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
© 2013 Cengage Learning
Consequences of Conflict
© 2013 Cengage Learning
Nature of Organizational Conflict
Functional Conflict – a healthy, constructive disagreement between two or more people
Dysfunctional Conflict – an unhealthy, destructive disagreement between two or more people
© 2013 Cengage Learning
Diagnosing Conflict
• Examine the issue
• Examine the context
• Examine the parties
© 2013 Cengage Learning
Yes No
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?
© 2013 Cengage Learning
Beyond the Book:Questions to Use When Diagnosing Conflict
Learning OutcomeLearning Outcome
Explain the role structural and personal factors play in causing conflict in organizations.
© 2013 Cengage Learning
2
Causes of Conflict in Organizations
Personal Factors• Skills and abilities• Personalities• Perceptions• Values and ethics• Emotions• Communication barriers• Cultural differences
Structural Factors• Specialization• Interdependence• Common resources• Goal differences• Authority relationships• Status inconsistencies• Jurisdictional ambiguities
CONFLICT!
© 2013 Cengage Learning
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.
Beyond the Book:Looking for Trouble
© 2013 Cengage Learning
Learning OutcomeLearning Outcome
Discuss the nature of group conflict in organizations.
© 2013 Cengage Learning
3
Forms of Conflict in Organizations
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
© 2013 Cengage Learning© 2013 Cengage Learning
• Verizon advertisements compare their national 3G network coverage with that of AT&T.
• AT&T sued Verizon in federal court, claiming that the ads are misleading and requesting that the Verizon ads be pulled. The judge decided against AT&T.
• AT&T also responded with an anti-Verizon ad that highlights the iPhone.
Beyond the Book:AT&T vs. Verizon
© 2013 Cengage Learning
Learning OutcomeLearning Outcome
Describe the factors that influence conflict between individuals in organizations.
© 2013 Cengage Learning
4
Forms of Conflict in Organizations
Intrapersonal Conflict – conflict that occurs within an individual
Interpersonal Conflict – conflict that occurs between two or more individuals
© 2013 Cengage Learning
Types of Intrapersonal Conflict
Interrole Conflict – 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
© 2013 Cengage Learning
An Organizational Member’s Role Set
© 2013 Cengage Learning
[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 senders what they expect.
• Political skills – effective politicians can negotiate role expectations when conflicts occur.
© 2013 Cengage Learning
Managing Interpersonal Conflict
• Understand power networks
• Recognize defense mechanisms
• Develop strategies to deal with difficult people
© 2013 Cengage Learning
Power Relationships in Organizations
© 2013 Cengage Learning
Aggressive Defense Mechanisms
Fixation – an aggressive mechanism in which an individual keeps up a dysfunctional behavior that obviously will not solve the conflict
Displacement – an aggressive mechanism in which an individual directs his or her anger toward someone who is not the source of the conflict
Negativism – an aggressive mechanism in which a person responds with pessimism to any attempt at solving a problem
© 2013 Cengage Learning
Compromise Defense Mechanisms
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
© 2013 Cengage Learning© 2013 Cengage Learning
Withdrawal Defense Mechanisms
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
© 2013 Cengage Learning
Learning OutcomeLearning Outcome
Describe effective and ineffective techniques for managing conflict.
© 2013 Cengage Learning
5
Win–Lose vs. Win–Win Strategies
© 2013 Cengage Learning
Ineffective Techniques forDealing with Conflict
© 2013 Cengage Learning
Nonaction
Character Assassination
Due Process Nonaction Administrative
Orbiting
Secrecy
ConflictConflict
Trying to capitalize on rising real estate prices, your organization purchased a large cache of mortgage backed securities. Thanks to the housing crisis and the global recession, these are now worthless, and your company is near bankruptcy. Senior management is divided on how to proceed. One group wants to eliminate 25% of lower level employees. Another group wants to reduce salaries across the board by 20%.
How would you resolve this strategic conflict?
Beyond the Book:What Would You Do?
© 2013 Cengage Learning
Effective Techniques forDealing with Conflict
© 2013 Cengage Learning
Superordinate Goals
Confrontingand
Negotiating
Changing Structure
Changing Personnel
Expanding Resources
ConflictConflict
Negotiation
Negotiation - a joint process of finding
a mutually acceptable solution to a
complex conflict
© 2013 Cengage Learning
Approaches to Negotiation
Distributive Bargaining – the goals of the parties are in
conflict, and each party seeks to maximize its resources
© 2013 Cengage Learning
Approaches to Negotiation
© 2013 Cengage Learning
Integrative Negotiation – the parties’ goals are not seen as mutually exclusive, but the
focus is on both sides achieving their objectives
Learning OutcomeLearning Outcome
Identify five styles of conflict management.
© 2013 Cengage Learning
6
Conflict Management Styles
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
© 2013 Cengage Learning© 2013 Cengage Learning
Conflict Management Styles
Compromising – each party gives up something to reach a solution
Collaborating – arriving at a solution agreeable to all through open and thorough discussion
© 2013 Cengage Learning
Conflict Management Styles
© 2013 Cengage Learning
Using the Five Styles
© 2013 Cengage Learning
Using the Five Styles
© 2013 Cengage Learning
Welcome Home Roscoe Jenkins
1. This chapter defined conflict as “any situation in which incompatiblegoals, attitudes, emotions, or behaviors lead to disagreementor opposition between two or more parties.” Does the interactionin this film sequence show this definition in action? Give examplesfrom the sequence.
2. Does this film sequence show functional or dysfunctional conflict?Give some examples from the sequence.
3. Which conflict management style best fits the behavior shown in thisfilm sequence? Give some examples from the sequence.
© 2013 Cengage Learning
Barcelona Restaurant Group
1. Would you characterize the conflict evident at Barcelona Restaurant as functional or dysfunctional? Explain.
2. What forms of conflict are on display at Barcelona? What structural and personal factors are likely causes of this conflict?
3. Which of the five styles of conflict management mentioned in the chapter best characterizes interactions at Barcelona?
© 2013 Cengage Learning