19428447 conflict and negotiation at workplace

7/28/2019 19428447 Conflict and Negotiation at Workplace

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Conflict and Negotiation in theWorkplace


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Conflict arises in any situation

where your concerns or desiresdiffer from another persons.

Managing Conflict


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Be constructive or destructive

Be stimulating or unnerving

Produce higher quality results or stifle a project

Lead to original thinking or cause destructive powerstruggles

Conflict can...


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Taps creativity and problem solving

Generates new solutions

Increases involvement

Improves communication

Releases pent-up emotion

Builds cohesiveness

Helps individuals and teams grow

Constructive Conflict


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Positive View (cont.)

Two heads are better than one If the differences are seen as enriching, rather than as in

opposition to each other, the two heads will indeed belikely to come up with a better solution than either onealone

Represents a richer set of experiences and because they canbring to bear on the problem a greater variety of insights

Many problems can be seen clearly, wholly, and inperspective only if the individuals who see different aspectcan come together and pool their information


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Reduces productivity

Diverts energy

Destroys morale

Polarizes groups

Deepens differences

Spawns additional conflict

Produces regrettable behavior (acting-out)

Deconstructive Conflict


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Views of Conflict (cont.) Balanced View

Conflict may sometimes be desirable and other

times destructive Some conflicts can be avoided and reduced,

others have to be resolved and properly managed

Sensitive to both negative outcomes (loss of

skilled employees, stress, and even violence) topositive outcome (creative alternatives, increasedmotivation and commitment, high quality of work,and personal satisfaction)


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Conflict and Performance

Level of Conflict

O

rganization

al

O

utcomes

Low High

Neg.

Pos.


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Conflict and Unit Performance (contd)


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Task vs. Socioemotional

ConflictTask-related conflict Conflict is aimed at issue, not parties

Helps recognize problems, identify solutions,and understand the issues better

Potentially healthy and valuable

Socioemotional conflict Conflict viewed as a personal attack

Introduces perceptual biases

Distorts information processing


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Toward Effective Management

of Differences Because the presence of differences can

complicate the managers job, it is of utmostimportance that he understand them fully andthat he learn to handle them effectively

Managers ability to deal effectively withdifferences depend on:

His ability to diagnose and to understanddifferences

His awareness of, and ability to selectappropriately form, a variety of behaviors


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Differentiation

Task

Interdependence

Different values/beliefs

Explains cross-cultural andgenerational conflict

Conflict increases withinterdependence

Higher risk that parties interfere witheach other

Incompatible

Goals One partys goals perceived to

interfere with others goals

more

Sources of Conflict


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Ambiguous Rules

Communication

Problems

Creates uncertainty, threatens goals

Without rules, people rely on politics

Increases stereotyping Reduces motivation to communicate

Escalates conflict when arrogant

Scarce

Resources Motivates competition for the resource

Sources of Conflict (cont)


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Interpersonal Conflict Management:

Win-Win OrientationA persons beliefthat the parties will find a mutually

beneficial solution to their conflict Win-lose Orientation- a persons belief

that the conflicting parties are drawing

from a fixed pie, so his or her gain isthe other persons loss


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Interpersonal Approaches of approachingthe other party in conflict situation

Each approach can be placed in a twodimensional grid

Cooperativeness:

Attempting to satisfy the other partys

concerns.Assertiveness:

Attempting to satisfy ones own concerns.


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Uncooperative Cooperative

Unassertive

Assertive

Two basic aspects of allconflict handling modes


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Unassertive

Assertive

Compromising

Avoiding Accommodating

Competing Collaborating


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Choosing the Best ConflictManagement Style

Most people have a preferred conflictmanagement style, but use different

styles under different conditions Skill of conflict management apply the

right style for the situation


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Interpersonal Conflict ManagementStyles (cont.)

AvoidingWithdraw from or suppress a conflict

Hiding the head in the sand response

Reflects an aversion to tension and frustration andmay involve a decision to let a conflict work itself out

Illustrated by the following statements

I usually dont take positions that will createcontroversy

I shy away from topics that are sources ofdisputes with my friends

Thats okay. It wasnt important anyway. Letsleave well enough alone


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Unassertive

Assertive

Avoiding

Ill think about it tomorrow

Useful for:Issues of low importanceReducing tensions

Buying timeLow power


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Interpersonal ConflictManagement Styles (cont.)

CompetingSatisfy ones interest regardlessof the impact on the other party

Strongest win-lose orientation Suggested by the following statements

I insist that my position be accepted during adisagreement

I usually hold on to my solution to a problem afterthe controversy starts


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Unassertive

AssertiveCompeting

My way or the highway

Useful for:Quick actionUnpopular decisionsVital issuesProtectionwhen fostering intimate or supportiverelationships is not critical


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Accommodation Involves giving incompletely to the other sides wishes, or atleast cooperating with little or no attention toyour own interests

Usually are favorably evaluated by others, butperceived as weak and submissive

Illustrated by the following statements If it makes other people happy, I am all for it

I like to smooth over disagreements by makingthem appear less important


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Unassertive

Assertive

Accommodating

It would be my pleasure

Useful for:Creating good willKeeping the peacewhen maintaining the relationship

outweighs other considerations


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Advantage: Accommodating maintainsrelationships

Disadvantage: Giving in may not beproductive, your may be takenadvantage of


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Interpersonal ConflictManagement Styles (cont.)

Compromising Trying to reach a middle groundwith the other party

Based on give and take, involves a series of

concessions You attempt to satisfice rather than maximize your

outcomes and hopes that the same occurs for theother party

Does not always result in the most creative response

to conflict Not as useful for resolving conflicts that stem from

power asymmetry, because the weaker party mayhave little to offer the stronger party


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Illustrated by the following statements

After failing in getting my way, I usually

find it necessary to seek a fair combinationof gains and losses for both of us

I give in to others if they are willing tomeet me halfway


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Unassertive

AssertiveCompromising

Lets make a deal

Useful for:

Moderate importanceTime constraintsTemporary solutionsEqual power & strongcommitment


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Collaborating Collaboration is trying to finda mutually beneficial solution for both parties

through problem solving An individual who use this style tends to

See conflict as natural, helpful, and even leadingto more creative solution if handled properly

Recognize that when conflict is resolved to thesatisfaction of all, commitment to solution is likely


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Interpersonal Conflict ManagementStyles (cont.) Collaboration (cont.)

Statements consistent with this styleinclude

I tell the other person my ideas, activelyseek out the other persons ideas, andsearch for mutually beneficial solution

I try to dig into an issue to find a solutiongood for all of us


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Unassertive

Assertive

Collaborating

Two heads are better than one

Useful for:when peer conflict is involvedwhen trying to gain commitment

through consensus buildingIntegrating solutionsLearningMerging perspectives


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Advantage: both sides get what theywant and negative feelings eliminated

Disadvantage: takes a great deal oftime and effort


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All five styles and their variations are equally availableresponses to conflict

The fact that a person prefers a given style does not mean heor she will not use other styles

Indeed, this model assumes that we use each style at one pointor another

Nevertheless, our dominant style reflects our particular beliefsabout conflict, our preferences and comfort zone

Secondary choices constitute backups preferences when we findit necessary to abandon our preference, creating a response

hierarchy


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It is important to emphasize that we have theability to change our dominant style and ourresponse hierarchy

If a person genuinely desires to have a moreconstructive approach to conflict management,change is entirely possible and it is a personal option

To change our style, we must become aware of theavailable options and then undertake a consciousprogram of building skills where we need them


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Structural Approaches toConflict Management

Emphasizing Superordinate Goals

Common objectives held by conflict parties that

are more important than their conflictingdepartmental or individual goals

Useful where conflict is caused by goalincompatibility

By increasing commitment to corporate widegoals, employees feel less conflict with co-workersregarding competing individual or departmentallevel goals


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Structural Approaches toConflict Management (cont.)

Reducing Differentiation

Alter or remove conditions that create these

differences in the first place Differentiation is mainly based on unique

experiences and values not just the symbol ofdifferences

Japanese companies move people around todifferent jobs, departments, and regions so thatthey eventually develop common experiences withother senior decision makers in the organization


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Improving communication and Understanding Direct communication Dialogue meetings A process of conversation

among team members in which they learn abouteach others mental models and assumptions, andeventually form a common model for thinkingwithin the team

Intergroup mirroring a structured conflict

management intervention in which the partiesdiscuss their perceptions of each other and lookfor ways to improve their relationship bycorrecting misperceptions


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Reducing task Interdependence If cost effective might occur by dividing the

shared resource so that each party has exclusive

part of it Introduce buffers between people

Buffers might take the form of resources such asadding more inventory between people who

perform sequential tasks Human buffers in organizations who intervene

between highly interdependent people or workunits


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Increasing Resources

Clarifying Rules and Procedures

One way to clarify rules is to establish aschedule for sharing scare resources


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Negotiation in ConflictManagement

What is Negotiation?

A decision-making process among

interdependent parties who do not shareidentical preferences

It is an attempt to reach a satisfactoryexchange among or between the parties


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Your PositionsInitial Target

InitialTarget

Opponents Positions

Area ofPotential

Agreement

Bargaining Zone Model

Resistance

Resistance


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Situational Influences onNegotiation

Location

Physical Setting

Time Passage and Deadlines

Audience


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Bargaining Strategies


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Distributive versus IntegrativeBargaining


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Bargaining Strategies (cont.)

Integrative bargaining is preferable todistributive bargainingbuilds long termrelationships and facilitates working togetherin the future

Conditions necessary for this integrativebargaining Include parties open with information and candid

about their concerns

Sensitivity to each others needs, ability to trustand willingness to maintain flexibility


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Third-Party Involvement

Any attempt by a relatively neutralperson to help the parties resolve their

differences


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Types of Third-PartyIntervention

Mediation A neutral third party who facilities anegotiated solution by using reasoning,persuasion, and suggestions for alternatives

In labor disputes, international relations, andmarital counseling What Do Mediators do?

Almost anything that aids the process or atmosphere ofnegotiation can be helpful

The mediator might also intervene in the content of the

negotiation, highlighting points of agreement, pointingnew options, or encouraging concessions


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Types of Third-PartyIntervention (cont.)

Mediation (cont.)

Best for everyday disputes between twoemployees as gives employee moreresponsibility for resolving their owndisputes

Most effective under moderate level of

conflict The mediator must be perceived as neutral

and non-coercive


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Arbitration The process of arbitration occurswhen a third party is given the authority to

dictate the terms of settlement of a conflict When employee cannot resolve their differences

Seems to work best because the predeterminedrules of evidence and other process create a

higher sense of procedural fairness


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Consultation An impartial third party, skilled inconflict management, who attempts to facilitatecreative problem solving through communication and

analysis Consultants role is not to settle the issues but, rather, to

improve relations between the conflicting parties so thatthey can reach a settlement themselves

Instead of putting forward specific solutions, the consultanttries to help the parties learn to understand and work witheach other

Has a longer-term focus: to build new and positiveperceptions and attitudes between the conflicting parties

19428447 conflict and negotiation at workplace

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