13 Conflict and Negotiation Copyright 2017 Cengage Learning

13 Conflict and Negotiation Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

LEARNING OUTCOMES 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 Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 2

LO - 13. 1 Describe the Nature of Conflicts in Organizations Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 3

Nature of Organizational Conflict Functional conflict Dysfunctional conflict • Healthy, constructive disagreement • Results in new ideas, learning, and growth among individuals • Improves working relationships • Improves morale • Leads to innovation and positive change for the organization • Unhealthy, destructive disagreement • Focuses on the conflict and the parties • Drains energy • Individuals act before thinking • Leads to aggressive acts or retaliation • Losses may exceed any potential gain from the conflict Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 4

Beyond the Book: Questions to Use When Diagnosing Conflict 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? Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 5

LO - 13. 2 Explain the Role Structural and Personal Factors Play in Causing Conflict in Organizations Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 6

Figure 13. 1 Causes of Conflict in Organizations Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 7

Beyond the Book: Looking for Trouble • A South Carolina woman on probation signed a court document with instructions as to what body part the judge could kiss. The judge rewarded her with an additional 90 days of probation. The lesson: Considering the consequences of your words can avoid needless conflict and negative consequences. Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 8

LO - 13. 3 Discuss the Nature of Group Conflict in Organizations Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 9

Forms of Group Conflict in Organizations Interorganizational • Occurs between two or more organizations Intergroup • Occurs between groups or teams Intragroup • Occurs within groups or teams Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 10

Beyond the Book: AT&T Versus Verizon • Verizon advertisements compare their national 3 G network coverage with that of AT&T. • AT&T sued Verizon in federal court, claiming that the ads are misleading and requesting that the Verizon ads be pulled. The judge decided against AT&T. • AT&T also responded with an anti-Verizon ad that highlights the i. Phone. Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 11

LO - 13. 4 Describe the Factors That Influence Conflict Between Individuals in Organizations Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 12

Types of Intrapersonal Conflict Interrole Occurs when a person experiences conflict among the multiple roles in his or her life Work-home conflict Intrarole Occurs within a single role Arises when a person receives conflicting messages from role senders about how to perform a certain role Personrole Occurs when the expected behaviors of an individual clash with his or her personal values Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 13

Resolving Intrapersonal Conflicts Find out about the values of the organization when seeking a new job Perform role analysis to clarify the expectations of the parties in a relationship Develop political skills to buffer the negative effects of stress Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 14

Interpersonal Conflict Arises from individual differences • Including personalities, attitudes, values, and perceptions Managing interpersonal conflict • Understand power networks in organizations • Recognize defense mechanisms exhibited by individuals Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 15

Defense Mechanisms Flight: Physically escaping a conflict Withdrawal: Psychologically escaping a conflict Conversion: Emotional conflicts are expressed in physical symptoms Fantasy: Provides an escape from a conflict through daydreaming Compensation: Attempting Fixation: to make Keeping up for aup a dysfunctional negative situation by devoting behavior oneself thatto obviously will not solve the another pursuit with increased conflict vigor Identification: Patterning. Displacement: one’s behavior. Directing one’s anger after another’s towards someone who is not the source of Rationalization: Trying tothe justify conflict one’s behavior by constructing bogus Negativism: reasons Responding for with pessimism to it any attempt at solving a problem Aggressive Compromise Withdrawal Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 16

LO - 13. 5 Describe Effective and Ineffective Techniques for Managing Conflict Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 17

Techniques Effective Ineffective • Superordinate goal • Expanding resources • Changing personnel • Changing structure • Confronting and negotiating • Nonaction • Secrecy • Administrative orbiting • Due process nonaction • Character assassination Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 18

Beyond the Book: What Would You Do? • Trying to capitalize on rising real estate prices, your organization purchased a large cache of mortgage backed securities. Thanks to the housing crisis and the global recession, these are now worthless, and your company is near bankruptcy. Senior management is divided on how to proceed. One group wants to eliminate 25% of lower level employees. Another group wants to reduce salaries across the board by 20%. • How would you resolve this strategic conflict? Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 19

Approaches to Negotiation Distributive bargaining • Goals of the parties are in conflict and each party seeks to maximize its resources Integrative negotiation • Goals are not seen as mutually exclusive, but the focus is on both sides achieving their objectives Factors to consider • Cultural difference • Gender stereotypes Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 20

LO - 13. 6 Identify Five Styles of Conflict Management Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 21

Figure 13. 4 Conflict Management Styles Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 22

Table 13. 3 Uses of Five Styles of Conflict Management Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 23

Table 13. 3 Uses of Five Styles of Conflict Management (continued) Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 24

Welcome Home Roscoe Jenkins • This chapter defined conflict as “any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties. ” Does the interaction in this film sequence show this definition in action? Give examples from the sequence. • Does this film sequence show functional or dysfunctional conflict? Give some examples from the sequence. • Which conflict management style best fits the behavior shown in this film sequence? Give some examples from the sequence. Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 25

Barcelona Restaurant Group • Would you characterize the conflict evident at Barcelona Restaurant as functional or dysfunctional? Explain. • What forms of conflict are on display at Barcelona? What structural and personal factors are likely causes of this conflict? • Which of the five styles of conflict managementioned in the chapter best characterizes interactions at Barcelona? Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 26

KEY TERMS • • • Administrative orbiting Character assassination Compensation Conversion Displacement Distributive bargaining Due process nonaction Dysfunctional conflict Fanstasy Fixations • • • Flight/withdrawal Functional conflict Identification Integrative negotiation Intergroup conflict Interorganizational conflict Interpersonal conflict Interrole conflict Intragroup conflict Intrapersonal conflict Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 27

KEY TERMS • • Intrarole conflict Jurisdictional ambiguity Negativism Nonaction Person-role conflict Rationalization Secrecy Superordinate goal Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 28

SUMMARY • Conflicts can be either functional or dysfunctional • Structural factors stem from the nature of the organization and the way in which work is organized • Personal factors arise due to differences among individuals • Group conflicts are either interorganizational, intergroup, or intragroup Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 29

SUMMARY • Individual conflict can be interpersonal or intrapersonal • Effective techniques include appealing to superordinate goals, expanding resources, and changing personnel • Ineffective techniques include nonaction, administrative orbiting, and due process nonaction • Conflict management styles include avoiding, accommodating, competing, compromising, and collaborating Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 30

Copyright © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ORBG 5 | CH 13 31