1. 4e Nelson/Quick ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 13 Conflict and Negotiation

2. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Outcomes  Describe the nature of conflicts in organizations  Explain the role structural and personal factors play in causing conflict in organizations  Discuss the nature of group conflict in organizations  Describe the factors that influence conflict between individuals in organizations  Describe effective and ineffective techniques for managing conflict  Identify five styles of conflict management 2

3. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Conflicts  Disagreement between two or more parties due to incompatible goals, attitudes, emotions, or behaviors  Magnified by increasing competition, globalization, and diversity 3

4. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Table 13.1 - Consequences of Conflict 4

5. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure 13.1 - Causes of Conflict in Organizations 5

6. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Forms of Group Conflict in Organizations Occurs between two or more organizations Interorganizational conflict Occurs between groups or teams Intergroup conflict Occurs within groups or teams Intragroup conflict 6

7. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Forms of Conflict in Organizations Intrapersonal conflict Occurs within an individual Interpersonal conflict Occurs between two or more individuals 7

8. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure 13.3 - Power Relationships in Organizations SOURCE: W. F. G. Mastenbroek, Conflict Management and Organization Development (New York: Wiley, 1987). Copyright John Wiley & Sons Limited. Reproduced with permission. 8

9. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Aggressive Defense Mechanisms  Fixation: Keeping up a dysfunctional behavior that obviously will not solve the conflict  Displacement: Directing one’s anger toward someone who is not the source of the conflict  Negativism: Responding with pessimism to any attempt at solving a problem 9

10. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Compromise Defense Mechanisms  Compensation: Attempting to make up for a negative situation by devoting oneself to another pursuit with increased vigor  Identification: Patterning one’s behavior after another’s  Rationalization: Trying to justify one’s behavior by constructing bogus reasons for it 10

11. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Withdrawal Defense Mechanisms  Flight: Physically escaping a conflict  Withdrawal: Psychologically escaping a conflict  Conversion: Emotional conflicts are expressed in physical symptoms  Fantasy: Provides an escape from a conflict through daydreaming 11

12. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ineffective Techniques for Dealing with Conflict Doing nothing in hopes that a conflict will disappear Nonaction Attempting to hide a conflict or an issue that has the potential to create conflict Secrecy Delaying action on a conflict by buying time Administrative orbiting Procedure that is so costly, time consuming, or risky that no one will use it Due process nonaction Attempt to label or discredit an opponent Character assassination 12

13. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Effective Techniques for Dealing with Conflict Superordinate goal Organizational goal that is more important to both parties in a conflict than their individual goals Expanding resources Providing more resources when conflict is due to scarcity of resources Changing personnel Transferring or firing the individual causing conflict Changing structure Creating an integrator and using cross-functional teams Confronting and negotiating Negotiating - Helps find a mutually acceptable solution to a complex conflict 13

14. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure 13.4 - Conflict Management Styles 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. 14