2. Managing Conflict and Negotiation
Learning Objectives
Define the term conflict, distinguish between functional and dysfunctional conflict, and identify three desired outcomes of conflict.
Define personality conflicts, and explain how they should be managed.
Discuss the role of in-group thinking in intergroup conflict, and explain what can be done to avoid cross-cultural conflict.
Explain how managers can program functional conflict, and identify the five conflict handling styles.
Identify and describe at least four alternative dispute resolution (ADR) techniques.
Draw a distinction between distributive and integrative negotiation, and explain the concept of added-value negotiation.
Chapter Eleven

3. Conflict
11-1
Conflict: one party perceives its interests are being opposed or set back by another party.
Functional conflict: serves organization’s interests.
Dysfunctional conflict: threatens organization’s interests.
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4. Scoring Withdrawing 1 6 11 16 21 26 31 Total ____ Forcing
Smoothing
Total ____
Compromising
Total ____
Confronting
Total ____

6. Conflict Strategies: What are you like?
Different people use different strategies for managing conflict.
Learned
Not aware (what comes naturally)
We can unlearn
Achieving personal goals
Importance of the relationship

7. The Turtle (Withdrawing)
Turtles withdraw into their shells to avoid conflicts. They give up their personal goals and relationships. They stay away from issues over which the conflict is taking place and from the persons they are in conflict with. Turtles believe it is hopeless to try and resolve conflicts. They feel helpless. They believe it is easier to withdraw (physically and psychologically) from a conflict than to face it.

8. The Shark (forcing)
Sharks try to overpower opponents by forcing them to accept their solution to the conflict. Their goals are highly important to them, and relationships are of minor importance. They seek to achieve their goals at all costs. They are not concerned with the needs of others. They do not care if others like or accept them. Sharks assume that conflicts are settled by one person winning and one person losing. They try to win by attacking, overpowering, overwhelming and intimidating others.

9. Teddy Bear (smoothing)
To teddy bears the relationship is of great importance while their own goals are of little importance. Teddy bears want to be accepted and liked by others. They think that conflict should be avoided in favor of harmony and that people cannot discuss conflicts without damaging the relationship. They are afraid that if the conflict continues someone will get hurt, and that would ruin the relationship. The give up their goals to preserve the relationship. Teddy bears say “I’ll give up my goals and let you have what you want, in order for you to like me.” Teddy bears try to smooth over the conflict out of fear of harming the relationship

10. The Fox (compromising)
Foxes are moderately concerned with their own goals and their relationships with others. Foxes seek a compromise; they give up part of their goals and persuade the other person in a conflict to give up part of his goals. They seek a conflict solution in which both sides gain something—the middle ground between two extreme positions. They are willing to sacrifice part of their goals and relationships in order to find agreement for the common good.

11. The Owl (confronting)
Owls highly value their own goals and relationships. They view conflicts as problems to be solved and seek a solution that achieves both their own goals and the goals of the other person. Owls see conflicts as a means of improving the relationship by reducing tension between two persons. They try t0 begin a discussion that identifies the conflict as a problem. By Seeking solutions that satisfy both themselves and the other person, owls maintain the relationship

12. Antecedents of Conflict
11-2
Incompatible personalities or value systems.
Overlapping or unclear job boundaries.
Competition for limited resources.
Interdepartment/intergroup competition.
Inadequate communication.
Interdependent tasks.
Organizational complexity.
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13. Antecedents of Conflict (Cont.)
11-3
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.
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14. Desired Outcomes of Conflict
11-4
Agreement
Stronger relationships
Learning
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15. Personality Conflict
11-5
Personality conflict: interpersonal opposition driven by personal dislike or disagreement.
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16. Tips for Employees Having a Personality Conflict
Skills & Best Practices: How to Deal with
Personality Conflicts
11-6
Tips for Employees Having a Personality Conflict
All employees need to be familiar with and follow company policies for diversity, antidiscrimination, and sexual harassment
Communicate directly with the other person to resolve the perceived conflict
Avoid dragging coworkers into the conflict.
If dysfunctional conflict persists, seek help from direct supervisors or human resource specialists
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17. Tips for Third-Party Observers of a Personality Conflict
Skills & Best Practices: How to Deal with
Personality Conflicts (Cont.)
11-7
Tips for Third-Party Observers of a Personality Conflict
All employees need to be familiar with and follow company policies for diversity, antidiscrimination, and sexual harassment
Do not take sides in someone else’s personality conflict
Suggest the parties work things out themselves in a constructive and positive way
If dysfunctional conflict persists, refer problem to parties’ direct supervisors
McGraw-Hill/Irwin
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18. Tips for Managers Whose Employees are Having a Personality Conflict
Skills & Best Practices: How to Deal with
Personality Conflicts (Cont.)
11-8
Tips for Managers Whose Employees are Having a Personality Conflict
All employees need to be familiar with and follow company policies for diversity, antidiscrimination, and sexual harassment
Investigate and document conflict
If appropriate, take corrective action
If necessary, attempt informal dispute resolution
Refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions
McGraw-Hill/Irwin
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19. In-Group Thinking: The Seeds Of Intergroup Conflict
11-9
Members of in-groups view themselves as a collection of unique individuals.
In-group members see themselves positively and as morally correct, while they view members of other groups negatively and as immoral.
In-groups view outsiders as a threat.
In-group members exaggerate the differences between their group and other groups. This typically involves a distorted sense of reality.
McGraw-Hill/Irwin
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20. Inter-group conflict tends to increase when:
Minimizing Intergroup Conflict: An
Updated Contact Model
11-10 Figure 11-1
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
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21. Skills & Best Practices: How to Build Cross-Cultural Relationships
11-11
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
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22. Programming Functional Conflict
11-12
Programmed Conflict: encourages different opinions without protecting management’s personal feelings.
Devil’s advocacy: assigning someone the role of critic.
Dialectic method: fostering a debate of opposing viewpoints to better understand an issue.
McGraw-Hill/Irwin
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23. Techniques for Stimulating Functional Conflict: Devil’s Advocacy
11-13 Figure 11-2
A Devil’s Advocacy Decision Program
1. A Proposed Course of Action is generated
2. A devil’s advocate is assigned to criticize the proposal
3. The critique is presented to key decision makers
4. Any additional information relevant to the issues is gathered
5. The decision to adopt, modify, or discontinue the proposed
course of action is taken
6. The decision is monitored
McGraw-Hill/Irwin
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24. Techniques for Stimulating Functional Conflict: the Dialectic Method
11-14 Figure 11-2
The Dialectic Decision Method
1. A Proposed Course of Action is generated
2. Assumptions underlying the proposal are identified
3. A conflicting counterproposal is generated based on
different assumptions
4. Advocates of each position present and debate the merits of
their proposals before key decision makers
5. The decision to adopt either position or some other position
is taken
6. The decision is monitored
McGraw-Hill/Irwin
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25. Five Conflict Handling Styles
11-15 Figure 11-3
Integrating
Obliging
High
Compromising
Concern for Others
Dominating
Avoiding
Low
High
Low
Concern for Self
McGraw-Hill/Irwin
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26. Alternative Dispute Resolution (ADR)
Techniques
11-16
Alternative Dispute Resolution: avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration.
Techniques:
Facilitation
Conciliation
Peer review
Ombudsman
Mediation
Arbitration
McGraw-Hill/Irwin
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27. Negotiation
11-17
Negotiation: give-and-take process between conflicting independent parties.
Two types:
Distributive
Integrative
McGraw-Hill/Irwin
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28. Added-Value Negotiation
11-18
Added-Value Negotiation: cooperatively developing multiple-deal packages while building a long-term relationship
Five Steps:
Clarify interests
Identify options
Design alternative deal packages
Select a deal
Perfect the deal
McGraw-Hill/Irwin
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29. Skills & Best Practices: Seven Steps To Negotiating Your Salary
11-19
Know the going rate
Don’t fudge your past compensation
Present cold, hard proof of your value
Let the other party name a figure first
Don’t nickel-and-dime
Avoid extravagant extras
Seek incentives and practical perks
McGraw-Hill/Irwin
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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

31. Communicating in the Internet
Age
Learning Objectives
Describe the perpetual process model of communication.
Demonstrate your familiarity with four antecedents of communication distortion between managers and employees.
Contrast the communication styles of assertiveness, aggressiveness, and nonassertiveness.
Discuss the primary sources of nonverbal communication and 10 keys to effective listening.
Explain the information technology of Internet/Intranet/Extranet, , videoconferencing, and collaborative computing, and explain the related use of telecommuting.
Describe the process, personal, physical, and semantic barriers to effective communication.
Chapter Twelve

44. A Perceptual Model of Communication
12-1 Figure 12-1
Sender
Encodes ideas or thoughts
Creates message
Decodes message
Creates meaning
Receiver
Transmitted on medium
Decodes message
Creates meaning
Noise
Creates message
Encodes response/ feedback
Transmitted on medium
McGraw-Hill/Irwin
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45. Pattern of Distortion in Upward Communication
Sources of Distortion
In Upward Communication
12-2 Figure 12-2
Pattern of Distortion in Upward Communication
Situational Antecedents
Supervisor’s upward influence
Low
High
Increased distortion because employees send more favorable information and withhold useful information.
Low
High
2. Supervisor’s power
Increased distortion because employees screen out information detrimental to their welfare.
Low
High
3. Subordinate’s aspiration for upward mobility
Less accuracy because employees tend to pass along information that helps their cause.
Low
High
4. Subordinate’s trust in the supervisor
Considerable distortion because employees do not pass up all information they receive.
McGraw-Hill
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46. Reducing Distortion Managers can reduce distortion by:
12-3
Managers can reduce distortion by:
Managers can deemphasize power differences between themselves and their direct reports.
They can enhance trust through a meaningful performance review process that rewards actual performance.
Managers can encourage staff feedback by conducting smaller, more informal meetings.
They can establish performance goals that encourage employees to focus on problems rather than personalities.
Distortion can be limited by encouraging dialogue between those with appropriate viewpoints.
McGraw-Hill/Irwin
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47. Communication Competence Affects
Upward Mobility
12-4 Figure 12-3
Communication
Competence
Upward
Mobility
Communication
Abilities/Traits
Situational Factors
Individuals
Involved
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48. Assertiveness, Aggressiveness, and
Nonassertiveness
12-5
Assertive style: expressive and self-enhancing, but does not take advantage of others.
Aggressive style: expressive and self-enhancing, but takes advantage of others.
Nonassertive style: timid and self-denying behavior.
McGraw-Hill/Irwin
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49. Communication Styles Assertive 12-6 Table 12-1
Communication Nonverbal Behavior Verbal Behavior
Style Description Pattern Pattern
Good eye contact; Comfortable but firm posture; Strong, steady and audible voice; Facial expressions matched to message; Appropriately serious tone; Selective interruptions to ensure understanding.
Direct and unambiguous language; No attributions or evaluations of others’ behavior; Use of “I” statements and cooperative “we” statements.
Pushing hard without attacking; permits others to influence outcome; expressive and self-enhancing without intruding on others.
Assertive
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50. Communication Styles (Cont.)
12-7 Table 12-1
Communication Nonverbal Behavior Verbal Behavior
Style Description Pattern Pattern
Glaring eye contact; Moving or leaning too close; Threatening gestures (pointing finger; clenched fist); Loud Voice; Frequent interruptions.
Swear words and abusive language; Attributions and evaluations of others’ behavior; Sexist or racists terms; Explicit threats or put-downs.
Taking advantage of others; Expressive and self-enhancing at others’ expense.
Aggressive
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51. Communication Styles (Cont.)
12-8 Table 12-1
Communication Nonverbal Behavior Verbal Behavior
Style Description Pattern Pattern
Little eye contact; Downward glances; Slumped postures; Constantly shifting weight; Wringing hands; Weak or whiny voice.
Qualifiers (“maybe,” “kind of” ); Fillers (“uh,” “you know,” “well”); Negaters (“it’s really not that important,” “I’m not sure”).
Encouraging others to take advantage of us; Inhibited; Self-denying.
Nonassertive
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52. Nonverbal Communication
12-9
Nonverbal Communication: messages sent outside of the written and spoken word.
Sources:
Body movement and gestures
Touch
Facial expression
Eye contact
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53. Skills & Best Practices: Advice to Improve
Nonverbal Communication Skills
12-10
Positive nonverbal actions include the following:
Maintain eye contact
Nod your head to convey that you are listening or that you agree
Smile and show interest
Lean forward to show the speaker you are interested
Use a tone of voice that matches your message
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54. Skills & Best Practices: Advice to Improve
Nonverbal Communication Skills (Cont.)
12-11
Negative nonverbal actions include the following:
Avoiding eye contact and looking away from the speaker
Closing your eyes or tensing your facial muscles
Excessive yawning
Using body language that conveys indecisiveness or lack of confidence
Speaking too fast or too slow
McGraw-Hill/Irwin
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55. Active Listening
12-12
Listening: actively decoding and interpreting verbal messages.
Listening Styles:
Appreciative
Empathetic
Comprehensive
Discerning
Evaluative
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56. The Keys to Effective Listening
12-13 Table 12-1
Key to Effective Listening
The Bad Listener
The Good Listener
Capitalize on thought speed
Tends to daydream
Stays with the speaker, mentally summarizes the speaker, weighs evidence, and listens between the lines
Listen for ideas
Listens for facts
Listens for central or overall ideas
Find an area of interest
Tunes out dry speakers or subjects
Listens for any useful information
Judge content not delivery
Tunes out dry monotone speakers
Assesses content by listening to entire message before making judgments
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57. Fights distractions and concentrates on the speaker
The Keys to Effective Listening (Cont.)
12-14 Table 12-1
Key to Effective Listening
The Bad Listener
The Good Listener
Hold your fire
Gets too emotional or worked up by something said by the speaker and enters into an argument
Withholds judgment until comprehension is complete
Work at listening
Does not expend energy on listening
Gives the speaker full attention
Resist distractions
Is easily distracted
Fights distractions and concentrates on the speaker
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58. The Keys to Effective Listening (Cont.)
12-15 Table 12-1
Key to Effective Listening
The Bad Listener
The Good Listener
Hear what is said
Shuts our or denies unfavorable information
Listens to both favorable and unfavorable information
Challenge yourself
Resists listening to presentations of difficult subject manner
Treats complex presentations as exercises for the mind
Use handouts, overheads, or other visual aids
Does not take notes or pay attention to visual aids
Takes notes as required and uses visual aids to enhance understanding of the presentation
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59. Key Terms Associated with Information
Technology
12-16
Internet: a global network of computer networks.
Intranet: an organization’s private internet.
Extranet: connects internal employees with selected customers, suppliers, and strategic partners.
Electronic Mail: uses the Internet/Intranet to send computer-generated text and documents.
Collaborative computing: using computer software and hardware to help people work better together.
Telecommuting: doing work that is generally performed in the office away from the office using different information technologies.
McGraw-Hill/Irwin
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60. Skills & Best Practices: Managing
Your
12-17
Scan first, read second
Learn to delete without reading
Group messages by topic
Once steps 1-3 are complete, prioritize your inbox and respond in order of a message’s importance
Stop the madness by asking people to stop sending you unimportant messages
McGraw-Hill/Irwin
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61. Skills & Best Practices: Managing
Your (Cont.)
12-18
Rather than continuing to engage in ping-pong ing, determine if a phone call can get to the heart of the matter
Get off CC lists
Only respond to a message when it is absolutely required
Keep messages brief and clear
Avoid the reply to all feature
If the message concerns a volatile or critical matter, is probably the wrong medium to use
McGraw-Hill/Irwin
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62. Barriers to Effective Communication
12-19
Process Barriers:
Sender barrier
Encoding barrier
Message barrier
Medium barrier
Decoding barrier
Receiver barrier
Feedback barrier
McGraw-Hill/Irwin
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63. Barriers to Effective Communication (Cont.) Personal Barriers:
12-20
Personal Barriers:
Ability to effectively communicate
Way people process and interpret information
Level of interpersonal trust between people
Stereotypes and prejudices
Poor listening skills
Tendency to evaluate or judge the sender’s message
Inability to listen with understanding
McGraw-Hill/Irwin
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64. Barriers to Effective Communication (Cont.) Physical Barriers
12-21
Physical Barriers
Semantic Barriers
McGraw-Hill/Irwin
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66. Influence, Power, and Politics An Organizational Survival Kit
Learning Objectives
Name five “soft” and four “hard” influence tactics and summarize the practical lessons from influence research.
Identify and briefly describe French and Raven’s five bases of power.
Define the term empowerment and explain how to make it succeed.
Define organizational politics and explain what triggers it, and specify the three levels of political action in organizations.
Distinguish between favorable and unfavorable impression management tactics.
Explain how to manage organizational politics.
Chapter Thirteen

67. Nine Generic Influence Tactics
13-1
Rational persuasion
Inspirational appeals
Consultation
Ingratiation
Personal appeals
Exchange
Coalition tactics
Pressure
Legitimating tactics
McGraw-Hill/Irwin
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68. Skills & Best Practices: How to Turn Your
Coworkers into Strategic Allies
13-2
Mutual respect
Openness
Trust
Mutual benefit
McGraw-Hill/Irwin
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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

69. Five Bases of Power
13-3
Reward power: obtaining compliance with promised or actual rewards.
Coercive power: obtaining compliance through threatened or actual punishment.
Legitimate power: obtaining compliance through formal authority.
Expert power: obtaining compliance through one’s knowledge or information.
Referent power: obtaining compliance through charisma or personal attraction.
McGraw-Hill/Irwin
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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

70. Employee Empowerment
13-4
Empowerment: sharing varying degrees of power with lower-level employees to better serve the customer.
McGraw-Hill/Irwin
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71. Randolph’s Empowerment Model
13-5 Figure 13-1
The Empowerment Plan
Share Information
Create Autonomy Through Structure
Let Teams Become The Hierarchy
Remember: Empowerment is not magic; it consists of a few simple steps and a lot of persistence.
McGraw-Hill/Irwin
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72. Organizational Politics
13-6
Organizational Politics: intentional enhancement of self-interest.
Political tactics:
Attacking or blaming others
Using information as a political tool
Creating a favorable image
Developing a base of support
Praising others
Forming power coalitions with strong allies
Associating with influential people
Creating obligations
McGraw-Hill/Irwin
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73. Level of Political Action in Organizations
13-7 Figure 13-2
Distinguishing Characteristics
Cooperative pursuit of general self-interests
Network
Level
Coalition
Level
Cooperative pursuit of group interests in specific issues
Individual
Level
Individual pursuit of general self-interests
McGraw-Hill/Irwin
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74. Impression Management
13-8
Impression Management: getting others to see us in a certain manner.
McGraw-Hill/Irwin
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75. Bad Impressions Four motives for intentionally looking bad at work:
13-9
Four motives for intentionally looking bad at work:
Avoidance
Obtain concrete rewards
Exit
Power
McGraw-Hill/Irwin
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76. Bad Impressions (Cont.)
13-10
Five unfavorable upward impression management tactics:
Decreasing performance
Not working to potential
Withdrawing
Displaying a bad attitude
Broadcasting limitations
McGraw-Hill/Irwin
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77. Skills & Best Practices: How to Keep
Organizational Politics within Reasonable Bounds
13-11
Screen out overly political individuals at hiring time.
Create an open-book management system.
Make sure every employee knows how the business works and has a personal line of sight to key results with corresponding measurable objectives for individual accountability.
Have nonfinancial people interpret periodic financial and accounting statements for all employees.
Establish formal conflict resolution and grievance processes.
As an ethics filter, do only what you feel comfortable doing on national television.
Publicly recognize and reward people who get real results without political games.
McGraw-Hill/Irwin
McGraw-Hill
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