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Conflict and Negotiation in theWorkplace
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Conflict arises in any situation
where your concerns or desiresdiffer from another persons.
Managing Conflict
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Be constructive or destructive
Be stimulating or unnerving
Produce higher quality results or stifle a project
Lead to original thinking or cause destructive powerstruggles
Conflict can...
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Taps creativity and problem solving
Generates new solutions
Increases involvement
Improves communication
Releases pent-up emotion
Builds cohesiveness
Helps individuals and teams grow
Constructive Conflict
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Positive View (cont.)
Two heads are better than one If the differences are seen as enriching, rather than as in
opposition to each other, the two heads will indeed belikely to come up with a better solution than either onealone
Represents a richer set of experiences and because they canbring to bear on the problem a greater variety of insights
Many problems can be seen clearly, wholly, and inperspective only if the individuals who see different aspectcan come together and pool their information
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Reduces productivity
Diverts energy
Destroys morale
Polarizes groups
Deepens differences
Spawns additional conflict
Produces regrettable behavior (acting-out)
Deconstructive Conflict
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Views of Conflict (cont.) Balanced View
Conflict may sometimes be desirable and other
times destructive Some conflicts can be avoided and reduced,
others have to be resolved and properly managed
Sensitive to both negative outcomes (loss of
skilled employees, stress, and even violence) topositive outcome (creative alternatives, increasedmotivation and commitment, high quality of work,and personal satisfaction)
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Conflict and Performance
Level of Conflict
O
rganization
al
O
utcomes
Low High
Neg.
Pos.
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Conflict and Unit Performance (contd)
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Task vs. Socioemotional
ConflictTask-related conflict Conflict is aimed at issue, not parties
Helps recognize problems, identify solutions,and understand the issues better
Potentially healthy and valuable
Socioemotional conflict Conflict viewed as a personal attack
Introduces perceptual biases
Distorts information processing
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Toward Effective Management
of Differences Because the presence of differences can
complicate the managers job, it is of utmostimportance that he understand them fully andthat he learn to handle them effectively
Managers ability to deal effectively withdifferences depend on:
His ability to diagnose and to understanddifferences
His awareness of, and ability to selectappropriately form, a variety of behaviors
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Differentiation
Task
Interdependence
Different values/beliefs
Explains cross-cultural andgenerational conflict
Conflict increases withinterdependence
Higher risk that parties interfere witheach other
Incompatible
Goals One partys goals perceived to
interfere with others goals
more
Sources of Conflict
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Ambiguous Rules
Communication
Problems
Creates uncertainty, threatens goals
Without rules, people rely on politics
Increases stereotyping Reduces motivation to communicate
Escalates conflict when arrogant
Scarce
Resources Motivates competition for the resource
Sources of Conflict (cont)
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Interpersonal Conflict Management:
Win-Win OrientationA persons beliefthat the parties will find a mutually
beneficial solution to their conflict Win-lose Orientation- a persons belief
that the conflicting parties are drawing
from a fixed pie, so his or her gain isthe other persons loss
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Interpersonal Approaches of approachingthe other party in conflict situation
Each approach can be placed in a twodimensional grid
Cooperativeness:
Attempting to satisfy the other partys
concerns.Assertiveness:
Attempting to satisfy ones own concerns.
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Uncooperative Cooperative
Unassertive
Assertive
Two basic aspects of allconflict handling modes
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Uncooperative Cooperative
Unassertive
Assertive
Compromising
Avoiding Accommodating
Competing Collaborating
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Choosing the Best ConflictManagement Style
Most people have a preferred conflictmanagement style, but use different
styles under different conditions Skill of conflict management apply the
right style for the situation
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Interpersonal Conflict ManagementStyles (cont.)
AvoidingWithdraw from or suppress a conflict
Hiding the head in the sand response
Reflects an aversion to tension and frustration andmay involve a decision to let a conflict work itself out
Illustrated by the following statements
I usually dont take positions that will createcontroversy
I shy away from topics that are sources ofdisputes with my friends
Thats okay. It wasnt important anyway. Letsleave well enough alone
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Uncooperative Cooperative
Unassertive
Assertive
Avoiding
Ill think about it tomorrow
Useful for:Issues of low importanceReducing tensions
Buying timeLow power
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Interpersonal ConflictManagement Styles (cont.)
CompetingSatisfy ones interest regardlessof the impact on the other party
Strongest win-lose orientation Suggested by the following statements
I insist that my position be accepted during adisagreement
I usually hold on to my solution to a problem afterthe controversy starts
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Uncooperative Cooperative
Unassertive
AssertiveCompeting
My way or the highway
Useful for:Quick actionUnpopular decisionsVital issuesProtectionwhen fostering intimate or supportiverelationships is not critical
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Interpersonal Conflict ManagementStyles (cont.)
Accommodation Involves giving incompletely to the other sides wishes, or atleast cooperating with little or no attention toyour own interests
Usually are favorably evaluated by others, butperceived as weak and submissive
Illustrated by the following statements If it makes other people happy, I am all for it
I like to smooth over disagreements by makingthem appear less important
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Uncooperative Cooperative
Unassertive
Assertive
Accommodating
It would be my pleasure
Useful for:Creating good willKeeping the peacewhen maintaining the relationship
outweighs other considerations
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Advantage: Accommodating maintainsrelationships
Disadvantage: Giving in may not beproductive, your may be takenadvantage of
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Interpersonal ConflictManagement Styles (cont.)
Compromising Trying to reach a middle groundwith the other party
Based on give and take, involves a series of
concessions You attempt to satisfice rather than maximize your
outcomes and hopes that the same occurs for theother party
Does not always result in the most creative response
to conflict Not as useful for resolving conflicts that stem from
power asymmetry, because the weaker party mayhave little to offer the stronger party
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Illustrated by the following statements
After failing in getting my way, I usually
find it necessary to seek a fair combinationof gains and losses for both of us
I give in to others if they are willing tomeet me halfway
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Uncooperative Cooperative
Unassertive
AssertiveCompromising
Lets make a deal
Useful for:
Moderate importanceTime constraintsTemporary solutionsEqual power & strongcommitment
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Interpersonal Conflict ManagementStyles (cont.)
Collaborating Collaboration is trying to finda mutually beneficial solution for both parties
through problem solving An individual who use this style tends to
See conflict as natural, helpful, and even leadingto more creative solution if handled properly
Recognize that when conflict is resolved to thesatisfaction of all, commitment to solution is likely
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Interpersonal Conflict ManagementStyles (cont.) Collaboration (cont.)
Statements consistent with this styleinclude
I tell the other person my ideas, activelyseek out the other persons ideas, andsearch for mutually beneficial solution
I try to dig into an issue to find a solutiongood for all of us
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Uncooperative Cooperative
Unassertive
Assertive
Collaborating
Two heads are better than one
Useful for:when peer conflict is involvedwhen trying to gain commitment
through consensus buildingIntegrating solutionsLearningMerging perspectives
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Advantage: both sides get what theywant and negative feelings eliminated
Disadvantage: takes a great deal oftime and effort
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All five styles and their variations are equally availableresponses to conflict
The fact that a person prefers a given style does not mean heor she will not use other styles
Indeed, this model assumes that we use each style at one pointor another
Nevertheless, our dominant style reflects our particular beliefsabout conflict, our preferences and comfort zone
Secondary choices constitute backups preferences when we findit necessary to abandon our preference, creating a response
hierarchy
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It is important to emphasize that we have theability to change our dominant style and ourresponse hierarchy
If a person genuinely desires to have a moreconstructive approach to conflict management,change is entirely possible and it is a personal option
To change our style, we must become aware of theavailable options and then undertake a consciousprogram of building skills where we need them
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Structural Approaches toConflict Management
Emphasizing Superordinate Goals
Common objectives held by conflict parties that
are more important than their conflictingdepartmental or individual goals
Useful where conflict is caused by goalincompatibility
By increasing commitment to corporate widegoals, employees feel less conflict with co-workersregarding competing individual or departmentallevel goals
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Structural Approaches toConflict Management (cont.)
Reducing Differentiation
Alter or remove conditions that create these
differences in the first place Differentiation is mainly based on unique
experiences and values not just the symbol ofdifferences
Japanese companies move people around todifferent jobs, departments, and regions so thatthey eventually develop common experiences withother senior decision makers in the organization
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Structural Approaches toConflict Management (cont.)
Improving communication and Understanding Direct communication Dialogue meetings A process of conversation
among team members in which they learn abouteach others mental models and assumptions, andeventually form a common model for thinkingwithin the team
Intergroup mirroring a structured conflict
management intervention in which the partiesdiscuss their perceptions of each other and lookfor ways to improve their relationship bycorrecting misperceptions
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Structural Approaches toConflict Management (cont.)
Reducing task Interdependence If cost effective might occur by dividing the
shared resource so that each party has exclusive
part of it Introduce buffers between people
Buffers might take the form of resources such asadding more inventory between people who
perform sequential tasks Human buffers in organizations who intervene
between highly interdependent people or workunits
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Structural Approaches toConflict Management (cont.)
Increasing Resources
Clarifying Rules and Procedures
One way to clarify rules is to establish aschedule for sharing scare resources
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Negotiation in ConflictManagement
What is Negotiation?
A decision-making process among
interdependent parties who do not shareidentical preferences
It is an attempt to reach a satisfactoryexchange among or between the parties
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Your PositionsInitial Target
InitialTarget
Opponents Positions
Area ofPotential
Agreement
Bargaining Zone Model
Resistance
Resistance
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Situational Influences onNegotiation
Location
Physical Setting
Time Passage and Deadlines
Audience
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Bargaining Strategies
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Distributive versus IntegrativeBargaining
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Bargaining Strategies (cont.)
Integrative bargaining is preferable todistributive bargainingbuilds long termrelationships and facilitates working togetherin the future
Conditions necessary for this integrativebargaining Include parties open with information and candid
about their concerns
Sensitivity to each others needs, ability to trustand willingness to maintain flexibility
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Third-Party Involvement
Any attempt by a relatively neutralperson to help the parties resolve their
differences
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Types of Third-PartyIntervention
Mediation A neutral third party who facilities anegotiated solution by using reasoning,persuasion, and suggestions for alternatives
In labor disputes, international relations, andmarital counseling What Do Mediators do?
Almost anything that aids the process or atmosphere ofnegotiation can be helpful
The mediator might also intervene in the content of the
negotiation, highlighting points of agreement, pointingnew options, or encouraging concessions
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Types of Third-PartyIntervention (cont.)
Mediation (cont.)
Best for everyday disputes between twoemployees as gives employee moreresponsibility for resolving their owndisputes
Most effective under moderate level of
conflict The mediator must be perceived as neutral
and non-coercive
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Types of Third-PartyIntervention (cont.)
Arbitration The process of arbitration occurswhen a third party is given the authority to
dictate the terms of settlement of a conflict When employee cannot resolve their differences
Seems to work best because the predeterminedrules of evidence and other process create a
higher sense of procedural fairness
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Types of Third-PartyIntervention (cont.)
Consultation An impartial third party, skilled inconflict management, who attempts to facilitatecreative problem solving through communication and
analysis Consultants role is not to settle the issues but, rather, to
improve relations between the conflicting parties so thatthey can reach a settlement themselves
Instead of putting forward specific solutions, the consultanttries to help the parties learn to understand and work witheach other
Has a longer-term focus: to build new and positiveperceptions and attitudes between the conflicting parties