© 2011 cengage learning. all rights reserved. chapter 13 conflict and negotiation learning outcomes...
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© 2011 Cengage Learning. All rights reserved.
Chapter 13 Conflict and Negotiation
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1. Describe the nature of conflicts in organizations.
2. Explain the role structural and personal factors play in causing conflict in organizations.
3. Discuss the nature of group conflict in organizations.
4. Describe the factors that influence conflict between individuals in organizations.
5. Describe effective and ineffective techniques for managing conflict.
6. Identify five styles of conflict management.
© 2011 Cengage Learning. All rights reserved.
Conflict
any situation in which incompatible
goals, attitudes, emotions, or behaviors
lead to disagreement or opposition
between two or more parties
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Importance of Conflict Management Skills
“As managers we spend about 21% of our time dealing with conflict.”
• Conflict management skills predict managerial success
• Emotional intelligence is critical indicator of manager’s ability to deal with conflict
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Emotional Intelligence
• the power to control one’s emotions
• perceive emotions in others
• adapt to change
• manage adversity
Consequences of Conflict
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© 2011 Cengage Learning. All rights reserved.
Nature of Organizational Conflict
Functional Conflict – a healthy, constructive disagreement between two or more people
Dysfunctional Conflict – an unhealthy, destructive disagreement between two or more people
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Diagnosing Conflict
• Examine the issue
• Examine the context
• Examine the parties
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Yes No
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 gains?
Is energy being diverted from goal accomplishment?
Questions to Use When Diagnosing Conflict
Causes of Conflict in Organizations
Personal Factors• Skills and abilities• Personalities• Perceptions• Values and ethics• Emotions• Communication barriers• Cultural differences
Structural Factors• Specialization• Interdependence• Common resources• Goal differences• Authority relationships• Status inconsistencies• Jurisdictional ambiguities
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CONFLICT!
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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
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Forms of Conflict in Organizations
Intrapersonal Conflict – conflict that occurs within an individual
Interpersonal Conflict – conflict that occurs between two or more individuals
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Types 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, 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
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[Resolving Intrapersonal Conflict]
• Find out as much as possible about the values of the organization.
• Role analysis – ask the various role senders what they expect.
• Political skills – effective politicians can negotiate role expectations when conflicts occur.
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Managing Interpersonal Conflict• Understand power networks
• Recognize defense mechanisms
• Develop strategies to deal with difficult people
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Aggressive Defense Mechanisms
Fixation – an individual keeps up a dysfunctional behavior that obviously will not solve the conflict
Displacement – an individual directs his or her anger toward someone who is not the source of the conflict
Negativism – a person responds with pessimism to any attempt at solving a problem
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Compromise Defense Mechanisms
Compensation – an individual attempts to make up for a negative situation by devoting himself/herself to another pursuit with increased vigor
Identification – 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
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Withdrawal Defense Mechanisms
Flight/Withdrawal – entails physically escaping a conflict (flight) or psychologically escaping (withdrawal)
Conversion – emotional conflicts are expressed in physical symptoms
Fantasy – provides an escape from a conflict through daydreaming
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Win–Lose vs. Win–Win Strategies
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Ineffective Techniques forDealing with Conflict
Nonaction
Character Assassination
Due Process Nonaction Administrative
Orbiting
Secrecy
ConflictConflict
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Effective Techniques forDealing with Conflict
Superordinate Goals
Confrontingand
Negotiating
Changing Structure
Changing Personnel
Expanding Resources
ConflictConflict
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Negotiation
a joint process of finding a mutually
acceptable solution to a complex
conflict
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Negotiation
• A joint process of finding a mutually acceptable solution to a complex conflict
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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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Approaches to Negotiation
Integrative Negotiation – focuses on the merits of the issues and seeks a win–win
solution
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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
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Conflict Management Styles
Compromising – each party gives up something to reach a solution
Collaborating – arriving at a solution agreeable to all through open and thorough discussion
Conflict Management Styles
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Using the Five Styles
© 2011 Cengage Learning. All rights reserved.
Using the Five Styles
© 2011 Cengage Learning. All rights reserved.