Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 13 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5 th edition Conflict and Negotiation

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Nature of Organizational Conflict Conflict – Functional Conflict – Dysfunctional Conflict –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Emotional Intelligence (EI) Emotional intelligence – –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Importance of Conflict Management Skills “As managers we spend about __% of our time dealing with conflict.” Conflict management skills _______ managerial success High Emotional Intelligence (EI) needed to _________ conflict EI is valid _______ cultures

Consequences of Conflict Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Positive Consequences Negative Consequences Leads to new ideas Wastes resources Promotes organizational vitality Creates a negative climate Can increase hostility and aggressive behaviors Helps individuals and groups establish identities Threatens psychological well-being

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Diagnosing Conflict Examine... Analyze... Know...

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved YesNo 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? Questions to Use When Diagnosing Conflict

Causes of Conflict in Organizations Personal Factors Structural Factors Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Globalization and Conflict Cultural differences and individual differences increase ______________ Individualism/ Collectivism Masculinity/ Femininity Uncertainty/ Avoidance Time Orientation of values Power/ Distance

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Forms of Conflict in Organizations Interorganizational Conflict – Intergroup Conflict – Intragroup Conflict –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Forms of Conflict in Organizations ___________________ – conflict that occurs within an individual _________________ – conflict that occurs between two or more individuals

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Managing Interpersonal Conflict Understand... Recognize... Develop...

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Forms of Intrapersonal Conflict Interrole Conflict – Intrarole Conflict – Person–role Conflict –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Resolving Intrapersonal Conflict Use... Diagnose the situation; ask ___________________________ Use...

An Organizational Member’s Role Set _______ the organization Focal Role ________the organization Employee 1 Employee 2 Employee 3 Potential employee Employee’s colleagues Client __________ _______________ Superior _______ role senders _____ role senders _______ role senders Boundary of the organization SOURCE: J. C. Quick, J. D. Quick, D. L. Nelson, & J. J. Hurrell, Jr. Preventative Stress Management in Organizations, Copyright © 1997 by the American Psychological Association. Reprinted by permission. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Power Relationships in Organizations SOURCE: W. F. G. Mastenbroek, Conflict Management and Organizational Development, Copyright John Wiley & Sons Limited. Reproduced with permission. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Defense Mechanisms Aggressive Mechanisms Fixation – Displacement – Negativism –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Defense Mechanisms Compromise Mechanisms Compensation – Identification – Rationalization –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Defense Mechanisms Withdrawal Mechanisms _________ – entails physically escaping a conflict (flight) or psychologically escaping (withdrawal) __________ – emotional conflicts are expressed in physical symptoms _______ – provides an escape from a conflict through daydreaming

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Win–Lose versus Win–Win Strategies

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved __________ Techniques for Dealing with Conflict Nonaction Character Assassination Due Process Nonaction Administrative Orbiting SecrecyConflict

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved ___________ Techniques for Dealing with Conflict Superordinate Goals Confronting and Negotiating Changing Structure Changing Personnel Expanding Resources

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Negotiation Negotiation – Two or more people involved Conflict of interest exists Willing to negotiate for a better outcome Parties prefer to work together

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Approaches to Negotiation Distributive Bargaining –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Approaches to Negotiation Integrative Negotiation –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Conflict Management Styles Avoiding – Accommodating – Competing –

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Conflict Management Styles ___________ – each party gives up something to reach a solution __________ – arriving at a solution agreeable to all through open and thorough discussion

Conflict Management Styles Cooperativeness ( ) Assertiveness ( ) C_________C__________ C____________ A________ A____________ UncooperativeCooperative Assertive Unassertive SOURCE: K. W. Thomas, “Conflict and Conflict Management,” in M. D. Dunnette, Handbook of Industrial and Organizational Psychology, (Chicago: Rand McNally, 1976), 900. Used with permission of M. D. Dunnette. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Creating a Conflict-Positive Organization Conflict Positive Value _________ and confront ___________ Seek ______ benefits, and unite behind ___________ goals Empower employees to feel _________ and _________ Take stock to reward ______ and learn from _________

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 3 Organizational Views of Conflict Suspect Belittle differences Blame Seek win–lose situation __________ _________ SOURCE: The Conflict-Positive Organization by Tjsovold, © Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 3 Organizational Views of Conflict Evade differences Withdraw Reduce risks Despair __________ SOURCE: The Conflict-Positive Organization by Tjsovold, © Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved 3 Organizational Views of Conflict Value diversity Empower Seek mutual benefit Take Stock ________ _________ SOURCE: The Conflict-Positive Organization by Tjsovold, © Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Conflict Management Tools High emotional intelligence Ability to reduce organizational toxins Negotiation skills