Managing Conflict and Negotiation Dr Aparna Gonibeed What

Managing Conflict and Negotiation Dr Aparna Gonibeed

What we’re doing today, why, and intended learning…. • Conflict : Definition, Antecedents, Impact in the workplace, Types of conflict • Power and conflict in the workplace • Negotiation : Strategies and Skills • Mediation • Approaches to conflict and power • Intersectionality in the workplace: Interplay of power/conflict on marginalised groups in the workplace

Conflict in context “If there were no active conflicts, then one of the polar extremes would gradually become dominant. Hence, conflict is not only functional for the organization, it is essential to its very existence (Pondy (1989, p. 96)”

What is conflict? • A normal corollary of organisational diversity --of interests, or simply expressed as differences between members – is conflict. Conflict between Normative Function Buyer and Seller Normal way to fix prices • All the fundamental distinctions relevant to management may be understood to imply conflict of some sort… this conflict may be seen as a necessary function in the maintenance and development of a business of organisation. Potential investment projects Exercise executive decision making Responsibility to the company and the environment Defines the moral boundaries of enterprise and where regulation is needed Demands of job and the family Clarifies priorities, psychological defences, and narcissistic desires. Free market agents and Distinguish roles of regulatory authorities government and business

Antecedents for conflict in the workplace

Positive aspects of conflicts in the workplace o Organisational durability o Balances power o Improves communication o Enhances adaptation o Growth of both units o Spawns creativity and innovation o Leads to re-examination of goals o Increases calculated risks o Fosters acceptance of group decisions o Expands range of judgements o Individual and organisational learning

Most destructive aspect of conflicts in the workplace Inter-group disputes, which typically surfaces through coalitions or interest groups that unify under a common set of issues, beliefs, or values. As conflict develops, within-group loyalty grows, members solidify around in = group positions, and employees exaggerate the differences between groups.

Common Types of conflict at the workplace • Values conflict : Involves incompatibility of preferences, principles and practices that people believe in such as religion, ethics or politics • Power conflict: Occurs when each party wishes to maintain or maximize the amount of influence that it exerts in the relationship and the social setting such as in a decision making process • Economic conflict: Involves competing to attain scarce resources such as monetary or human resources • Interpersonal conflict: Occurs when two people or more have incompatible needs, goals, or approaches in their relationship such as different communication or work styles • Organisational conflict: Involves inequalities in the organisational chart and how employees report to one another • Environmental conflict: Involves external pressures outside of the organisation such as a recession, a changing government, or a high employment rate

Power and conflict in the workplace

Approaches to conflict and power • Conflict resolution styles • Competing : “My way or the motorway” • Accommodating : “It’s ok with me, whatever you want” • Avoiding : “I will think about it tomorrow” • Collaborating : “Two heads are better than one” • Compromising : “Let’s make a deal” Conflict behaviours: Assertiveness / Cooperativeness

Approaches to conflict and power • Unitarist : Organisations viewed as essentially harmonious and in which its individuals share common goals; view conflict as harmful, dysfunctional and to be avoided • Pluralist : Organisations viewed as a collection of groups, with different interests and goals; views conflict as endemic and normal (even desirable) • Radical : Organisations viewed as a battleground where rival forces strive for largely incompatible ends; views conflict as inevitable, reflecting wider social divisions under capitalism. • Interactionist: Organisations believe that conflict is not only inevitable, but can also release positive energy, view conflicts in terms of ‘functional’ and ‘dysfunctional.

Unitarist Techniques For Conflict Resolution Methods Outcome Rules and regulations Affirm authority and managerial prerogatives Team building Reinforces sense of belonging to organisation and commitment to goals Problem-solving sessions Development of mutual trust relationships, makes individual/groups aware of pathological systems and accompanying conflict Forcing, via authority or Suppression of conflict managerial prerogative Communication Increased interpersonal contact, feedback and flow of information, noticeboards, suggestion boxes and inhouse journals Avoidance Ignoring the existence of conflict situations Smoothing Minimizing the extent and importance of conflict Majority rule Resolving conflict by majority rule Leadership training Improving morale and commitment Job redesign Increasing job satisfaction Improve job context Providing better working conditions

Pluralist Techniques For Conflict Resolution Techniques Outcome Grievances or appeal procedures, internal dispute mechanisms Allow parties involved in conflict to have equal power bases and not allow unfair advantages to occur Negotiation, bargaining and participation Allow parties involved to be part of this process; establish consultative committees or informal process Industrial negotiations and collective bargaining Resort to arbitration and conciliation through the industrial relations system Counter-planning and confrontation meetings Allow for ‘choice’ in any planning or decision making; encourage innovation and novelty Structural change Create new or autonomous departments; establish integrative functions or units (coordination committees); restructure the organisation (flatten the hierarchy) Adapted from Managing Organizational Conflict: A Non-traditional Approach by Robbins, S. P. , © Pearson Education, Inc. , Upper Saddle River, NJ.

Negotiation • Negotiation is the process of influencing others in order to get what we want. • Types of negotiation : • Distributive (win-lose) - in which the gain of one person is the loss of another. • Integrative (win-win) – both parties win • Few Negotiation Skills: • Effective verbal communication • Listening • Reducing misunderstandings • Rapport building • Decision making • Assertiveness • Dealing with difficult situations - Tact and diplomacy - Awareness of body language - Empathy - Patience - Ability to remain calm and deal with conflict - Accurate note taking / record keeping • Three important elements that affect the outcome of the negotiation : Attitude, Knowledge, Interpersonal Skills