Managing Conflict and Negotiating Chapter Eleven Mc GrawHillIrwin

  • Slides: 40
Download presentation
Managing Conflict and Negotiating Chapter Eleven Mc. Graw-Hill/Irwin © 2012 The Mc. Graw-Hill Companies,

Managing Conflict and Negotiating Chapter Eleven Mc. Graw-Hill/Irwin © 2012 The Mc. Graw-Hill Companies, Inc. All rights reserved. Copyright © 2012 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

After reading the material in this chapter, you should be able to: LO 11.

After reading the material in this chapter, you should be able to: LO 11. 1 Define the term conflict, distinguish between functional and dysfunctional conflict, and identify three desired outcomes of conflict. LO 11. 2 Define personality conflicts, and explain how they should be managed. LO 11. 3 Discuss the role of in-group thinking in intergroup conflict, and explain what can be done to avoid cross-cultural conflict. LO 11. 4 Define work-family conflict and describe what can be done to manage it. 11 -2

After reading the material in this chapter, you should be able to: LO 11.

After reading the material in this chapter, you should be able to: LO 11. 5 Explain how managers can program functional conflict, and identify the five conflict handling styles. LO 11. 6 Identify and describe at least four alternative dispute resolution (ADR) techniques. LO 11. 7 Draw a distinction between distributive and integrative negotiation, and explain the concept of added-value negotiation. 11 -3

Major Trends that Make Conflict Inevitable Constant change Greater employee diversity More teams (virtual

Major Trends that Make Conflict Inevitable Constant change Greater employee diversity More teams (virtual and self-managed) Less face-to-face communication Global economy with increased crosscultural dealings 11 -4

A Modern View of Conflict 9 process in which one party perceives its interests

A Modern View of Conflict 9 process in which one party perceives its interests are being opposed or negatively affected by another party 11 -5

Functional versus Dysfunctional Conflict Functional conflict 9 characterized by consultative interactions, a focus on

Functional versus Dysfunctional Conflict Functional conflict 9 characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take. 9 Also called constructive conflict Dysfunctional conflict 9 threatens organization’s interests. 11 -6

Situations That Produce Functional or Dysfunctional Conflict 11 -7

Situations That Produce Functional or Dysfunctional Conflict 11 -7

Question? As a manager of a forty-five person department, Connie has always heard that

Question? As a manager of a forty-five person department, Connie has always heard that there are certain situations that produce more conflict than others. She is interested in learning about these situations so she can carefully read early warnings and take appropriate actions. Which of the following is not an antecedent of conflict? A. Inadequate communication B. Organizational simplicity C. Decision making by consensus D. Unmet expectations 11 -8

Why People Avoid Conflict Harm Rejection Loss of relationship Anger Being seen as selfish

Why People Avoid Conflict Harm Rejection Loss of relationship Anger Being seen as selfish Saying the wrong thing Intimacy 11 -9

Desired Outcomes of Conflict 1. Agreement 2. Stronger relationships 3. Learning 11 -10

Desired Outcomes of Conflict 1. Agreement 2. Stronger relationships 3. Learning 11 -10

Major Forms of Conflict Personality conflict 9 interpersonal opposition driven by personal dislike or

Major Forms of Conflict Personality conflict 9 interpersonal opposition driven by personal dislike or disagreement. 11 -11

Major Forms of Conflict Workplace incivility 9 low-intensity deviant behavior intended to harm the

Major Forms of Conflict Workplace incivility 9 low-intensity deviant behavior intended to harm the target person in ways that violate norms of mutual respect. 9 rudeness or a lack of regard for another person 11 -12

How to Deal With Personality Conflicts 11 -13

How to Deal With Personality Conflicts 11 -13

Question? Having taken this OB class and learned about how they deal with personality

Question? Having taken this OB class and learned about how they deal with personality conflict, what tip(s) would you offer to employees having a personality conflict? A. In resolving conflict, focus on personalities. B. Bring co-workers into the conflict so you have witnesses. C. Communicate directly with the other person to resolve the perceived conflict. D. Keep the direct supervisor out of the conflict loop, especially if the dysfunctional conflict persists. 11 -14

Intergroup Conflict Intergroup conflict 9 conflict among work groups, teams, and departments Too much

Intergroup Conflict Intergroup conflict 9 conflict among work groups, teams, and departments Too much cohesiveness can breed groupthink because a desire to get along pushes aside critical thinking 11 -15

Handling Intergroup Conflict Contact hypothesis 9 the more the members of different groups interact,

Handling Intergroup Conflict Contact hypothesis 9 the more the members of different groups interact, the less intergroup conflict they will experience Managers should identify and root out specific negative linkages between groups 11 -16

Question? Don is an Executive VP of a regional health-insurance company. He has noticed

Question? Don is an Executive VP of a regional health-insurance company. He has noticed that the different departments do not work well together and seem more concerned with “protecting their turf” than in working to reach organizational goals. Don thinks that if he can create some group activities, the departments will have less conflict. This is called _____. A. Convex theory B. Concave hypothesis C. Contact hypothesis D. Intergroup theory 11 -17

Research Lessons for Handling Intergroup Conflict The top priority for managers faced with intergroup

Research Lessons for Handling Intergroup Conflict The top priority for managers faced with intergroup conflict is to identify and root out specific negative linkages between (or among) groups. Managers are therefore wise to note negative interactions between members and groups and determine if influential third parties are gossiping negatively about another member or group. 11 -18

Cross-Cultural Conflict Because of differing assumptions about how to think and act, the potential

Cross-Cultural Conflict Because of differing assumptions about how to think and act, the potential for crosscultural conflict is both immediate and huge. Success or failure when conducting business across cultures often hinges on avoiding and minimizing actual or perceived conflict 11 -19

How to Build Cross-Cultural Relationships 11 -20

How to Build Cross-Cultural Relationships 11 -20

Work–Family Conflict Work–family conflict 9 occurs when the demands of one’s work role conflicts

Work–Family Conflict Work–family conflict 9 occurs when the demands of one’s work role conflicts with those of the family role 11 -21

Insights about Work–Family Conflict Work–family balance begins at home An employer’s family-supportive philosophy is

Insights about Work–Family Conflict Work–family balance begins at home An employer’s family-supportive philosophy is more important than specific programs Informal flexibility in work hours and in allowing people to work at home is essential to promoting work–family balance Supportive bosses and colleagues can help The importance of work–family balance varies across generations 11 -22

Programming Functional Conflict Programmed Conflict 9 encourages different opinions without protecting management’s personal feelings.

Programming Functional Conflict Programmed Conflict 9 encourages different opinions without protecting management’s personal feelings. 11 -23

Programming Functional Conflict Devil’s advocacy 9 assigning someone the role of critic. Dialectic method

Programming Functional Conflict Devil’s advocacy 9 assigning someone the role of critic. Dialectic method 9 calls for managers to foster a structured debate of opposing viewpoints prior to making a decision 11 -24

Techniques for Stimulating Functional Conflict: Devil’s Advocacy and the Dialectic Method 11 -25

Techniques for Stimulating Functional Conflict: Devil’s Advocacy and the Dialectic Method 11 -25

Five Conflict Handling Styles 11 -26

Five Conflict Handling Styles 11 -26

Alternative Styles for Handling Dysfunctional Conflict Integrating 9 interested parties confront the issue and

Alternative Styles for Handling Dysfunctional Conflict Integrating 9 interested parties confront the issue and cooperatively identify the problem, generate and weigh alternative solutions, and select a solution Appropriate for complex issues plagued by misunderstanding 11 -27

Question? In handling conflict, Jorge believes that interested parties must confront the issue and

Question? In handling conflict, Jorge believes that interested parties must confront the issue and cooperatively identify the problem, generate and weigh alternative solutions, and select a solution. Jorge can be described as advocating which conflict handling style? A. B. C. D. Obliging Integrating Dominating Avoiding 11 -28

Alternative Styles for Handling Dysfunctional Conflict Obliging (Smoothing) 9 tends to minimize differences and

Alternative Styles for Handling Dysfunctional Conflict Obliging (Smoothing) 9 tends to minimize differences and highlight similarities to please the other party Appropriate when it is possible to get something in return 11 -29

Alternative Styles for Handling Dysfunctional Conflict Dominating (Forcing) 9 relies on formal authority to

Alternative Styles for Handling Dysfunctional Conflict Dominating (Forcing) 9 relies on formal authority to force compliance Appropriate when an unpopular solution must be implemented 11 -30

Alternative Styles for Handling Dysfunctional Conflict Avoiding 9 involves either passive withdrawal from the

Alternative Styles for Handling Dysfunctional Conflict Avoiding 9 involves either passive withdrawal from the problem or active suppression of the issue Appropriate for trivial issues 11 -31

Alternative Styles for Handling Dysfunctional Conflict Compromising 9 give-and-take approach involves moderate concern for

Alternative Styles for Handling Dysfunctional Conflict Compromising 9 give-and-take approach involves moderate concern for both self and others Appropriate when parties have opposite goals 11 -32

Third Party Interventions: Alternative Dispute Resolution 9 avoiding costly lawsuits by resolving conflicts informally

Third Party Interventions: Alternative Dispute Resolution 9 avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration 11 -33

Alternative Dispute Resolution Facilitation Conciliation Peer review Ombudsman Mediation Arbitration 11 -34

Alternative Dispute Resolution Facilitation Conciliation Peer review Ombudsman Mediation Arbitration 11 -34

Question? Fredhandbag Photography has created a panel of trustworthy employees to decide on disputes

Question? Fredhandbag Photography has created a panel of trustworthy employees to decide on disputes at the company. This is called _____. A. Mediation B. Facilitation C. Conciliation D. Peer review 11 -35

Negotiating Negotiation 9 give-and-take decision-making process involving interdependent parties with different preferences Two types:

Negotiating Negotiation 9 give-and-take decision-making process involving interdependent parties with different preferences Two types: 9 Distributive 9 Integrative 11 -36

Added-Value Negotiation 9 cooperatively developing multiple-deal packages while building a productive long-term relationship 11

Added-Value Negotiation 9 cooperatively developing multiple-deal packages while building a productive long-term relationship 11 -37

Steps in Added-Value Negotiation Clarify interests Identify options Design alternative deal packages Select a

Steps in Added-Value Negotiation Clarify interests Identify options Design alternative deal packages Select a deal Perfect the deal 11 -38

Negotiating Your Salary 1. 2. 3. 4. 5. 6. 7. Know the market rate

Negotiating Your Salary 1. 2. 3. 4. 5. 6. 7. Know the market rate Consider the economy Know your own value Be honest Don’t go first Consider benefits, too Look at the long term 11 -39

Video: Toxic Coworkers Annoying coworkers can be found in every organization. How can you

Video: Toxic Coworkers Annoying coworkers can be found in every organization. How can you turn these situations around to have good outcomes result? Is the conflict being described here functional or dysfunctional? Why? Do you think there are there more annoying people today than in the past, or are we just more sensitive to our working environment? What different types of conflict did you pick up on being described in the video? 11 -40