Download presentation
1
Chapter 13 Conflict at Work
2
Nature of Organizational Conflict
Conflict - any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between 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
Conflict Substantive and Emotional Conflict
substantive conflict: conflict that occurs in the form of a fundamental disagreement over ends or goals to be pursued and the means for their accomplishment Emotional Conflict: conflict that involves interpersonal difficulties that arise over feeling of anger, mistrust, dislike, fear, resentment, and the like
4
Conflict Intensity Overt efforts to destroy other party.
Aggressive physical attacks. Threats and ultimatums. Overt questioning or challenging of others. Minor disagreements or misunderstandings.
5
Management Secrets of the Chimps Frans de Waal
The top executive is always paranoid -- with good reason. Loners are powerless, since they lack a coalition to help in crisis. Meetings are a forum for testing the strength of coalitions. (Whose jokes go over?) Warring parties must mend fences to carry on with the business of the day.
6
Types of Interdependence
Pooled A B Sequential A B Reciprocal A B
7
Relationship between Substantive Conflict and Effectiveness
High moderate levels of conflict are constructive Performance Challenge is to create and maintain constructive conflict Want substantive/constructive conflict Minimize emotional/destructive conflict too little or too much conflict is destructive Low Low High Intensity of Conflict
8
Conflict Management Approaches
Indirect Conflict Management Approaches appeal to common goals hierarchical referral organizational redesign scripts and myths Direct Conflict Management Approaches win-lose conflict win-win conflict lose-lose conflict (avoidance, accommodation/smoothing, compromise)
9
Managerial Issues Conflict can be either constructive or destructive to the functioning of a group. An optimal level of conflict: prevents stagnation stimulates creativity releases tension and initiates the seeds for change
10
Managerial Issues Cont..
Inadequate or excessive levels of conflict can hinder group effectiveness. Don’t assume there's one conflict-handling intention that is always best. Use competition when quick, decisive action is vital. Use collaboration to find an integrative solution. Use avoidance when an issue is trivial. Use accommodation when you find you’re wrong. Use compromise when goals are important. Negotiation is an ongoing activity in groups. Intergroup conflicts can also affect an organization’s performance.
11
Emotional Intelligence (EQ)
Emotional intelligence - the ability to manage conflict. It is the power to control one’s emotions perceive emotions in others adapt to change manage adversity 3
12
Consequences of Conflict
4
13
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 5
14
Globalization & Conflict
Cultural differences & individual differences increase the potential for conflict Individualism/ Collectivism Masculinity/ Femininity Uncertainty/ Avoidance Long-term/ Short-term orientation Power/ Distance 6
15
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 Interpersonal conflict - conflict that occurs between two or more individuals 7
16
Forms of Conflict in Organizations
Intrapersonal conflict - conflict that occurs within an individual Interrole conflict - a person’s experience of conflict among the multiple roles in his/her life 8
17
Forms of Conflict in Organizations
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
18
An Organizational Member’s Role Set
Inside the organization Superior role senders Super visor Client Superior Peer role senders Outside the organization Focal Role Supplier Colleague Employee role senders Potential employee Employee’s colleagues Employee 1 Employee 2 Employee 3 Boundary of the organization J. C. Quick and J. D. Quick, Organizational Stress and Preventive Management, 1997. Reprinted by permission. 9
19
Power Relationships in Organizations
From W. F. G. Mastenbroek, Conflict Management and Organizational Development, Copyright John Wiley & Sons Limited. Reproduced with permission. 10
20
Aggressive Mechanisms.
Defense Mechanisms Aggressive Mechanisms. Fixation - an aggressive mechanism in which an individual keeps up a dysfunctional behavior that obviously will not solve the conflict. Displacement - An aggressive mechanism in which an individual directs his/her anger toward someone who is not the source of the conflict. Negativism - an aggressive mechanism in which a person responds with pessimism to any attempt at solving a problem. 11
21
Compromise Mechanisms
Defense Mechanisms Compromise Mechanisms Compensation - a compromise mechanism in which an individual attempts to make up for a negative situation by devoting himself/herself to another pursuit with increased vigor Identification - a compromise mechanism whereby an individual patterns his or her behavior after another’s Rationalization - a compromise mechanism characterized by trying to justify one’s behavior by constructing bogus reasons for it 12
22
Withdrawal Mechanisms
Defense Mechanisms Withdrawal Mechanisms Flight/withdrawal - a withdrawal mechanism that entails physically escaping a conflict (flight) or psychologically escaping (withdrawal) Conversion - a withdrawal mechanism in which emotional conflicts are expressed in physical symptoms Fantasy - a withdrawal mechanism that provides an escape from a conflict through daydreaming 13
23
Coping With Difficult Behavior
Hostile/ Aggressive Superagreeables Indecisive stallers Stand up for yourself Allow run-down time Avoid direct confrontation Raise the issue of the hesitancy If you are the problem, ask for help Keep action steps in own hands Value them as people Compromise & negotiate Discern their humor’s hidden meaning 14
24
Coping with Difficult Behavior
Complainers Clams Negativists Listen attentively Acknowledge feelings Use problem-solving Ask open-ended questions Wait patiently for a response Ask more open-ended questions Discuss problems; don’t offer solutions Be ready to take action alone Stay out of their despair 15
25
Coping with Difficult Behavior
Know-It-Alls Bulldozers Balloons Prepare yourself Listen & paraphrase main points Question State facts as your own perception Help them save face Confront when they are alone Information on slides adapted from Table From Coping with Difficult People by Robert Bramson. Copyright© 1981 by Robert Bramson. Used by permission of Doubleday, a division of Random House and Carol Mann Literary Agency on behalf of author. 16
26
Managing Intrapersonal Conflict
Person-role conflicts Intrarole or interrole conflicts Find out as much as you can about the company’s values Ask role senders what they expect of you 17
27
Win-Lose versus Win-Win Strategies
18
28
Ineffective Techniques for Dealing with Conflict
Nonaction - doing nothing in hopes that a conflict will disappear Secrecy - attempting to hide a conflict or an issue that has the potential to create conflict Administrative orbiting - delaying action on a conflict by buying time Due process nonaction - a procedure set up to address conflicts that is so costly, time-consuming, or personally risky that no one will use it Character assassination - an attempt to label or discredit an opponent 19
29
Effective Techniques for Dealing with Conflict
Subordinate Goals Confronting & Negotiating Expanding Resources X Conflict Changing Structure Changing Personnel 20
30
Dimensions of Conflict-Handling Intentions
Assertiveness Cooperativeness Unassertive Assertive Uncooperative Cooperative Competing Collaborating Compromising Avoiding Accommodating
31
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; willing to do so at other party’s expense Compromising - each party gives up something to reach a solution Collaborating - arriving at a solution agreeable to all through open & thorough discussion 21
32
Avoidance Is Appropriate When...
You have no chance of satisfying your concerns let people cool down
33
Accommodation Is Appropriate When ...
You realize you are wrong Issue is much more important to other party To build up credit for later negotiations To preserve harmony
34
Competition Is Appropriate When...
No long term relationship To protect yourself against untrustworthy parties Unpopular courses of action need implementation Issues are vital to your welfare
35
Collaboration Is Appropriate When ...
Both parties’ concerns are too important to be compromised To gain commitment Time is not an issue
36
Compromising Is Appropriate When ...
Goals are less important to you than collaboration Mutually exclusive goals To achieve temporary settlements Under intense time pressure
37
Summary and Implications for Managers
Conflict can be either constructive or destructive to the functioning of a group. An optimal level of conflict: prevents stagnation. stimulates creativity. releases tension. and initiates the seeds for change. Material pertinent to this illustration is found on pages
38
Summary and Implications for Managers
Inadequate or excessive levels of conflict can hinder group effectiveness. Don’t assume there's one conflict-handling intention that is always best. Use competition when quick, decisive action is vital. Use collaboration to find an integrative solution. Use avoidance when an issue is trivial. Use accommodation when you find you’re wrong. Use compromise when goals are important. Material pertinent to this illustration is found on pages
39
Negotiation Negotiation - a joint process of finding a mutually acceptable solution to a complex conflict Useful under these conditions Two or more parties Conflict of interest between the parties Parties are willing to negotiate Parties prefer to work together rather than to fight openly, give in, break off contact, or take the dispute to a higher authority 23
40
Negotiation An exchange relationship between two parties where it is determined what will be exchanged and the rate of exchange. NET OUTCOMES: Benefits minus costs (hassles, stress and what you have to give up). ASPIRATIONS: What each party reasonable expects to get out of the negotiation. BEST ALTERNATIVE TO A NEGOTIATED AGREEMENT (BATNA): If you walked away from the negotiation, the worst that could happen to you.
41
The Negotiation Process
__ Seller’s BATNA __ Seller’s Net Outcomes __ Seller’s Comparison Level (Aspiration) __ Buyer’s Net Outcomes __ Buyer’s Comparison Level (Aspiration) __ Buyer’s BATNA
42
Seller Aspiration: To make a sale of $1.50 per unit
Comparison Level: She can sell to another client for $1.00 per unit
43
Buyer Aspiration: To pay $.80 per unit
BATNA: She can buy them from another seller at $1.60 per unit.
44
The Negotiation Process
__ Buyer’s BATNA ($1.60) __ Seller’s Net Outcomes __ Seller’s Comparison Level/Aspiration ($1.50) __ Buyer’s Net Outcomes __ Buyer’s Comparison Level/Aspiration ($.80) __ Seller’s BATNA ($1.00)
45
Will we Negotiate? The bargaining range will fall between the salesperson’s and the purchaser’s limits. In this case there is overlap. If there is no overlap, then the negotiation will not be successfully concluded. How do you know when you start if there is any overlap?
46
Agreement Where our net outcomes meet.
BATNA: Affects comparison level, limits.
47
Distributive Bargaining
Fixed Pie Mentality We normally frame as Distributive, leads to bargaining over issues. We like to cut to the chase We like to ignore the interpersonal
48
Maximizing Joint Outcomes
Instead of bargaining over each individual issue, try to bargain in ‘packages’ Each issue does not carry the same level of importance to all Give concessions of things that are not important to you, but are important to the other
49
Joint Outcomes We almost never get maximized joint outcomes by bargaining sequentially (now this issue, now that issue) It’s hard to calculate the importance of issues for ourselves, and others When we view the ‘other’ as the ‘opponent’ all of a sudden every issue seems important So, we are not honest about our issues
50
Linking Issues Find ways to link issues (what’s important to me with what’s not important to me but IS important to the opponent)
51
Is the Process Complex? People tend to see negotiation as complex, and see it as undefined CHAOS We try to package simply Or tend to separate each issue
52
The Best Way to Negotiate
Cognitively figure out packages (Planning) Come up with 4-5 items that I give that the other wants And where the other gives that I want Get some momentum by getting some up front agreements Try not to maximize EACH ISSUE but maximize the ENTIRE PACKAGE
53
Planning Yes, negotiation requires planning and patience
Know issues to keep in mind Know the levels of each issue Know the value of each issue Get the other guy to agree on issues (find a way of thinking about same issues)
54
Reactance The other guy knows you are trying to move him/her and may balk How about reciprocity?
55
Do’s and Don’ts Do develop more than 1 alternative, actually enough so you are ambivalent to current alternative Do negotiate over as little as possible Don’t negotiate with friends
56
2 Negotiating Approaches
Distributive Bargaining - the goals of the parties are in conflict, & each party seeks to maximize its resources Integrative Negotiation - focuses on the merits of the issues & seeks a win-win solution 24
57
What Makes Integrative Negotiation Different?
A focus on Commonalities (Frames) An attempt to address needs and interests (Covey) Commitment to meeting the needs of all parties Exchange of information and ideas Invention of options for mutual gain Objective criteria for standards of performance An example of expanding the pie – the $50 gift certificate. Then, add the overhead from the book to ‘expand the pie’ and reveal win-win options.
58
5 Dimensions of Win/Win Character Relationships Agreements
Integrity Maturity – the balance between courage and consideration Abundance Mentality Relationships Agreements Supportive Systems Processes Cooperation, setting up in competition breeds ‘fixed pie’ scenarios. Actually, your experiences with distributive negotiations can keep you from recognizing integrative potential. Your ‘scripts’ or framing, tendency to see it everywhere. 5 Dimensions: Character: Abundance Mentality: finding ways to get to win/win. How do we cultivate this frame? Find examples: Chariots of Fire, Les miserable? Any I can think of? Relationships is about trust, without it we lack credibility for open, mutual learning and real creativity and communication.
59
5 Elements of Win/Win Desired Results Guidelines Resources
Accountability Consequences Dave Fosnough – living the habits, #1 Prentice Hall Sales Rep, because of the relationship of helping others. Desired Results – identify what is to be done and when Guidelines specify the parameters within which results are to be accomplished Resources identify the human, financial, technical, or organizational support available to help accomplish results Accountability sets up the standards of performance and the time of evaluation Consequences specify, good and bad, natural and logical, what does and will happen as a result of the evaluation. 4 kinds: financial, psychic, opportunity, and responsibilty
60
Processes 1. See the problem from the other point of view.
2. Identify the key issues and concerns. 3. Determine what results would constitute a fully acceptable solution. 4. Identify possible new options to achieve those results. Covey’s vacation example.
61
Seek First to Understand
Empathic Listening Mimic Content Rephrase Content Reflect Feeling Rephrase Content and Reflect Feeling
62
Autobiographical Responses
Evaluate – agree or disagree Probe – ask questions from our own frame of reference Advise – give counsel based on our own experience Interpret – try to figure people out based on our own motives and behavior
63
Issues in Negotiation Personality Traits Gender Differences
Cultural Differences Third-Party Negotiations Mediators Arbitrators Conciliators Consultants Material pertinent to this illustration is found on pages
64
3 Organization Views of Conflict
Competitive conflict Avoidance of conflict Positive conflict Belittle differences Blame Seek win-lose situation Suspect Evade differences Withdraw Reduce risks Despair Value diversity Empower Seek mutual benefit Take Stock D. Tjosvold, The Conflict-Positive Organization (pages 41/42). Copyright© 1991 by Addison-Wesley Publishing Company Inc. Reprinted by permission of Addison Wesley Longman. 25
Similar presentations
© 2024 SlidePlayer.com. Inc.
All rights reserved.