© 2013 Cengage Learning Chapter 13 Conflict and Negotiation Learning Outcomes 1.Describe the nature of conflicts in organizations. 2.Explain the role structural

© 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.


1

Conflict

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 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


Consequences of Conflict


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


Diagnosing Conflict

• Examine the issue

• Examine the context

• Examine the parties


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?


Beyond the Book:Questions to Use When Diagnosing Conflict


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


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!


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



Discuss the nature of group conflict in organizations.


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



Describe the factors that influence conflict between individuals in organizations.


4

Forms of Conflict in Organizations

Intrapersonal Conflict – conflict that occurs within an individual

Interpersonal Conflict – conflict that occurs between two or more individuals


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


An Organizational Member’s Role Set


[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.


Managing Interpersonal Conflict

• Understand power networks

• Recognize defense mechanisms

• Develop strategies to deal with difficult people


Power Relationships in Organizations


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


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


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



Describe effective and ineffective techniques for managing conflict.


5

Win–Lose vs. Win–Win Strategies


Ineffective Techniques forDealing with Conflict


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?


Effective Techniques forDealing with Conflict


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


Approaches to Negotiation

Distributive Bargaining – the goals of the parties are in

conflict, and each party seeks to maximize its resources


Approaches to Negotiation


Integrative Negotiation – the parties’ goals are not seen as mutually exclusive, but the

focus is on both sides achieving their objectives


Identify five styles of conflict management.


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



Compromising – each party gives up something to reach a solution

Collaborating – arriving at a solution agreeable to all through open and thorough discussion




Using the Five Styles


Using the Five Styles


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.


http://www.thomsonedu.com/resource_uploads/static_resources/0324595840/17821/ch17.html

http://www.thomsonedu.com/resource_uploads/static_resources/0324595840/17821/ch17.html

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?


http://www.cengage.com/management/webtutor/daft_mgt10e/video/ojt/ch02.html

http://www.cengage.com/management/webtutor/daft_mgt10e/video/ojt/ch02.html

Documents

© 2013 Cengage Learning Chapter 13 Conflict and Negotiation Learning Outcomes 1.Describe the nature of conflicts in organizations. 2.Explain the role structural