Conflict and Negotiation in the Workplace 13 . C H A P T E R T H I R T E E N Conflict and Negotiation in the Workplace

Conflict at Air Canada Conflict between Air Canada pilots and former Canadian Airlines pilots over seniority rights has created tension and ill-feelings. CP/Tannis Toohey

Conflict Defined The process in which one party perceives that its interests are being opposed or negatively affected by another party. CP/Tannis Toohey

The Conflict Process Conflict Perceptions Emotions Manifest Conflict Sources of Conflict Conflict Outcomes Conflict Escalation Cycle

Task vs. Socioemotional Conflict Task-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

Organizational Conflict Outcomes Conflict Management Interventions that alter the level and form of conflict for organizational effectiveness Constructive Conflict Encourages people to learn about other points of view

Organizational Conflict Outcomes Potential benefits Improves decision making Strengthens team dynamics Dysfunctional outcomes Diverts energy and resources Weakens knowledge management Increases frustration, job dissatisfaction, stress, turnover and absenteeism

Sources of Conflict Incompatible Goals Differentiation One party’s goals perceived to interfere with other’s goals Differentiation Different values/beliefs Explains cross-cultural and generational conflict Task Interdependence Conflict increases with interdependence Higher risk that parties interfere with each other more

Sources of Conflict (con’t) Scarce Resources Motivates competition for the resource Ambiguous Rules Creates uncertainty, threatens goals Without rules, people rely on politics Communication Problems Increases stereotyping Reduces motivation to communicate Escalates conflict when arrogant

Conflict Management Styles High Forcing Problem-Solving Assertiveness Compromising Avoiding Yielding Low High Cooperativeness

Superordinate Goals at Tivoli Systems The value of superordinate goals was apparent in a paper airplanes exercise at Tivoli Systems. Teams discovered that they succeeded by focusing on the organization’s goals rather than fighting over conflicting goals between teams. Ed Lallo

Emphasizing Superordinate Goals Emphasizing common objectives rather than conflicting sub-goals Reduces goal incompatibility and differentiation Ed Lallo

Reducing Differentiation Remove sources of different values and beliefs Move employees around to different jobs, departments, and regions Other ways to reduce differentiation: Common dress code/status Common work experiences Ed Lallo

Managing 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. G. Diggens. With permission.

Better Communication/Understanding Employees understand and appreciate each other’s views through communication Informal gatherings Formal dialogue sessions Teambuilding activities (such as drum circles, shown here) G. Diggens. With permission.

Other Ways to Manage Conflict Reduce Task Interdependence Dividing shared resources Combine tasks Use buffers Increase Resources Duplicate resources Clarify Rules and Procedures Clarify resource distribution Change interdependence G. Diggens. With permission.

Bargaining Zone Model Your Positions Opponent’s Positions Initial Target Resistance Area of Potential Agreement Resistance Target Initial Opponent’s Positions

Situational Influences on Negotiation Location Physical Setting Time Passage and Deadlines Audience © Corel Corp. With permission.

Effective Negotiator Behaviours Preparation and Goal Setting Gathering Information Communicating Effectively Making Concessions © Corel Corp. With permission.

Types of Third Party Intervention High Mediation Inquisition Level of Process Control Arbitration Low Level of Outcome Control High

Conflict and Negotiation in the Workplace 13 . C H A P T E R T H I R T E E N Conflict and Negotiation in the Workplace