1. Managing Conflict and Negotiating
Chapter Eleven
Managing Conflict and Negotiating

2. “Getting Things Done” Sequence
Managing Change
Leadership
Influence, Power, and Politics
Managing Conflict
Note: menu of options available to you in an organizational setting

3. Chapter Eleven Outline
A Modern View of Conflict
A Conflict Continuum
Functional versus Dysfunctional Conflict
Antecedents of Conflict
Desired Outcomes of Conflict
Major Sources of Conflict
Personality Conflicts
Inter-group Conflict
Cross-Cultural Conflict

4. Chapter Eleven Outline (continued)
Managing Conflict
Programming Functional Conflict
Alternative Styles for Handling Dysfunctional Conflict
Third-Party Interventions: Alternative Dispute Resolution
Negotiating
Two Basic Types of Negotiation
Added-Value Negotiation

5. Conflict
Conflict: “A process in which one party perceives that its interests are being opposed or negatively affected by another party.”
Functional conflict serves the organization’s interests while
dysfunctional conflict threatens the organization’s interests.

6. Exercise
Distinguish between the Southwest Airlines and Gateway stories.
Are these comparable?

7. Antecedents of Conflict
Incompatible personalities or value systems.
Overlapping or unclear job boundaries.
Competition for limited resources.
Interdepartment/intergroup competition.
Inadequate communication.
Interdependent tasks.
Organizational complexity.

8. Antecedents of Conflict (continued)
Unreasonable or unclear policies, standards, or rules.
Unreasonable deadlines or extreme time pressure.
Collective decision making.
Decision making by consensus.
Unmet expectations.
Unresolved or suppressed conflict.

9. Desired Outcomes of Conflict
Agreement: Strive for equitable and fair agreements that last.
Stronger relationships: Build bridges of goodwill and trust for the future.
Learning: Greater self-awareness and creative problem solving.

10. Personality Conflicts
Interpersonal opposition driven by personal dislike or disagreement
Workplace incivility, e.g. sexually offensive remarks, ridicule about sexual orientation, ethnic slurs, racial slurs, age-related
Examples:
Milton’s radio
Trash talk in the office
Slurs
Are you part of the problem? (see Hands-on Exercise p 280)

11. Tips for Managers Whose Employees Are Having a Personality Conflict
Follow company policies for diversity, anti-discrimination, and sexual harassment.
Investigate and document conflict.
If appropriate, take corrective action (e.g., feedback or behavior modification).
If necessary, attempt informal dispute resolution.
Refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions.

12. Intergroup conflict In-group thinking Other groups are “all alike”
Positively and morally correct
Outsiders as a threat
Differences exaggerated.

13. Inter-group conflict tends to increase when:
11-6
Figure 11-1
Minimizing Inter-group Conflict: An Updated Contact Model
Level of perceived
Inter-group conflict tends to increase when:
Recommended actions:
Work to eliminate specific negative interactions between groups (and members).
Conduct team building to reduce intragroup conflict and prepare employees for cross-functional teamwork.
Encourage personal friendships and good working relationships across groups and departments.
Foster positive attitudes toward members of other groups (empathy, compassion, sympathy).
Avoid or neutralize negative gossip across groups or departments.
Conflict within the group is high
There are negative interactions between groups (or between members of those groups)
Influential third-party gossip about other group is negative

14. Skills and Best Practices: How to Build Cross-Cultural Relationships
11-7
Skills and Best Practices: How to Build Cross-Cultural Relationships
Behavior Rank
Be a good listener
Be sensitive to the needs of others
Be cooperative, rather than overly competitive
Advocate inclusive (participative) leadership
Compromise rather than dominate
Build rapport through conversations
Be compassionate and understanding
Avoid conflict by emphasizing harmony
Nurture others (develop and mentor)
Tie

15. Managing conflict Programmed conflict
Defend or criticize ideas
Based on relevant facts
Avoid personal or political preferences
Disciplined role playing
Programmed conflict techniques (Fig 11-2)
Devil’s advocacy
Dialectic method

16. Five Conflict-Handling Styles
Integrating
Obliging
High
Compromising
Concern for Others
Dominating
Avoiding
Low
High
Low
Concern for Self
Source: MA Rahim, “A Strategy for Managing Conflict in Complex Organizations, Human Relations, January 1985, p 84. Used with author’s permission.

17. Alternative Dispute Resolution (ADR) Techniques
11-10
Alternative Dispute Resolution (ADR) Techniques
Facilitation: Third party gets disputants to deal directly and constructively with each other.
Conciliation: Neutral third party acts as communication link between disputants.
Peer review: Impartial co-workers hear both sides and render decision that may or may not be binding.
Ombudsman: Respected and trusted member of the organization hears grievances confidentially.
Mediation: Trained third-party guides disputants toward their own solution.
Arbitration: Neutral third-party hears both sides in a court-like setting and renders a binding decision.

18. 11-11
Negotiating
Negotiation: “A give-and-take decision-making process involving interdependent parties with different preferences.”
Distributive negotiation: Single issue; fixed-pie; win-lose.
Integrative negotiation: More than one issue; win-win.

19. An Integrative Approach: Added-Value Negotiation
11-12
An Integrative Approach: Added-Value Negotiation
Clarify interests.
Identify options.
Design alternative deal packages.
Select a deal.
Perfect the deal.

20. Negotiating Zone Zone defined in monetary terms Add other “issues”
Soft-money
Non-monetary issues
Package possible?
How are min-max positions established during actual negotiations?