1. Conflict and Negotiation in the Workplace13 .
C H A P T E R
T H I R T E E N
Conflict and Negotiation in the Workplace

2. 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

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

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

5. 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

6. 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

7. 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

8. 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

9. 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

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

11. 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

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

13. 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

14. 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.

15. 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.

16. 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.

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

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

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

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

21. Conflict and Negotiation in the Workplace13 .
C H A P T E R
T H I R T E E N
Conflict and Negotiation in the Workplace