1. Conflict and Negotiation
Conflict and Negotiation
Chapter 13 Organizational Behavior
Nelson & Quick,
6th edition

2. Nature of Organizational Conflict
Conflict - any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition for two or more parties
Functional Conflict - a healthy, constructive disagreement between two or more people
Dysfunctional Conflict - an unhealthy, destructive disagreement between two or more people 2

3. Consequences of Conflict
Positive Consequences
Negative Consequences
Leads to new ideas
Diverts energy from work
Stimulates creativity
Threatens psychological well-being
Motivates change
Wastes resources
Promotes organizational vitality
Creates a negative climate
Helps individuals and groups establish identities
Breaks down group cohesion
Serves as a safety valve to indicate problems
Can increase hostility and aggressive behaviors

4. Diagnosing Conflict Yes = dysfunctional
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 gain?
Is energy being diverted from goal accomplishment?
Yes = dysfunctional
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5. Causes of Conflict in Organizations
Structural Factors
Specialization
Interdependence
Common resources
Goal differences
Authority relationships
Status inconsistencies
Jurisdictional ambiguities
Personal Factors
Skills & abilities
Personalities
Perceptions
Values & ethics
Emotions
Communication barriers
Cultural differences
Conflict 5

6. Globalization & Conflict
Individualism/
Collectivism
Power/ Distance
Cultural differences and individual differences increase the potential for conflict
Uncertainty/ Avoidance
Long-term/ Short-term Value Orientation
Masculinity/ Femininity

7. Forms of Conflict in Organizations
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 8

8. Forms of Conflict in Organizations
Interpersonal Conflict - conflict that occurs between two or more individuals
Intrapersonal Conflict - conflict that occurs within an individual
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9. Forms of Intrapersonal Conflict
Forms of Intrapersonal Conflict
Interrole Conflict - a person’s experience of conflict among the multiple roles in his/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 is expected to perform behaviors in a certain role that conflict with his/her personal values 8

10. Resolving Intrapersonal Conflict
Resolving Intrapersonal Conflict
Use self-analysis and diagnosis
Does the organization values match my own?
Ask role senders what is expected
Use political skills to buffer negative effects of role conflict stress
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11. Ineffective Techniques for Dealing with Conflict
Ineffective Techniques for Dealing with Conflict
Nonaction
Character Assassination
Secrecy
Conflict
Due process Nonaction
Administrative Orbiting 20

12. Effective Techniques for Dealing with Conflict
Effective Techniques for Dealing with Conflict
Superordinate Goals
Confronting
&
Negotiating
Expanding
Resources
Conflict
Changing
Structure
Changing
Personnel 20

13. Negotiation
Negotiation - a joint process of finding a mutually acceptable solution to a complex conflict
Two or more people involved
Conflict of interest exists
Willing to negotiate for a better outcome
Parties prefer to work together
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14. Approaches to Negotiation
Distributive Bargaining - the goals of the parties are in conflict, and each party seeks to maximize its resources
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15. Approaches to Negotiation
Integrative Negotiation - focuses on the merits of the issues and seeks a win-win solution
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16. 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 at other party’s expense 21

17. Conflict Management Styles
Compromising - each party gives up something to reach a solution
Collaborating - arriving at a solution satisfactory to all through open and thorough discussion
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18. Creating a Conflict-Positive Organization
Creating a Conflict-Positive Organization
Value diversity and confront differences
Take stock to reward success and learn from mistakes
Seek mutual benefits, and unite behind cooperative goals
Conflict
Positive
Empower employees to feel confident and skillful

19. Conflict Management Tools
Ability to reduce organizational toxins
High emotional intelligence
Negotiation skills
Photos courtesy of Clips Online ©2008 Microsoft Corporation