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Getting Things Done Sequence Managing Change

Leadership

Influence, Power, and Politics

Managing Conflict

Note: menu of options available to youin an organizational setting

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11-1a

Chapter Eleven Outline

A Modern View of ConflictA Conflict Continuum

Functional versus Dysfunctional Conflict

Antecedents of Conflict

Desired Outcomes of Conflict

Major Sources of Conflict

Personality Conflicts

Inter-group Conflict

Cross-Cultural Conflict

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11-1b

Managing ConflictProgramming Functional Conflict

Alternative Styles for Handling Dysfunctional Conflict

Third-Party Interventions: Alternative Dispute Resolution

NegotiatingTwo Basic Types of NegotiationAdded-Value Negotiation

Chapter Eleven Outline (continued)

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Functional conflict serves theorganizations interests while

dysfunctional conflict threatensthe organizations interests.

Conflict:A process in which one party perceives that itsinterests are being opposed or negatively affected by

another party.

11-2

Conflict

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Exercise Distinguish between the SouthwestAirlines and Gateway stories.

Are these comparable?

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Incompatible personalities or value systems.

Overlapping or unclear job boundaries.

Competition for limited resources.

Interdepartment/intergroup competition. Inadequate communication.

Interdependent tasks.

Organizational complexity.

11-3a

Antecedents of Conflict

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Unreasonable or unclear policies, standards, orrules.

Unreasonable deadlines or extreme time pressure.

Collective decision making.

Decision making by consensus.

Unmet expectations.

Unresolved or suppressed conflict.

11-3b

Antecedents of Conflict (continued)

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Agreement:Strive for equitable and fair agreements thatlast.

Stronger relationships:Build bridges of goodwill and

trust for the future.

Learning:Greater self-awareness and creative problemsolving.

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Desired Outcomes of Conflict

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Personality Conflicts Interpersonal opposition driven by

personal dislike or disagreement

Workplace incivility Examples:

Miltons radio

Trash talk in the office Slurs

Personality differences

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1. Follow company policies for diversity, anti-discrimination, and sexual harassment.

2. Investigate and document conflict.

3. If appropriate, take corrective action (e.g.,feedback or behavior modification).

4. If necessary, attempt informal dispute resolution.

5. Refer difficult conflicts to human resource

specialists or hired counselors for formalresolution attempts and other interventions.

11-5

Tips for Managers Whose EmployeesAre Having a Personality Conflict

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Intergroup conflict In-group thinking

Other groups are all alike

Positively and morally correct

Outsiders as a threat

Differences exaggerated.

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11-6

Figure 11-1

Conflict within the

group is high There are negative

interactions betweengroups (or betweenmembers of thosegroups)

Influential third-partygossip about other groupis negative

Work to eliminate specific negativeinteractions between groups (and

members). Conduct team building to reduceintragroup conflict and prepareemployees for cross-functional teamwork.

Encourage personal friendships andgood working relationships across

groups and departments. Foster positive attitudes towardmembers of other groups (empathy,compassion, sympathy).

Avoid or neutralize negative gossipacross groups or departments.

Recommended actions:Level of perceived

Inter-group conflict tendsto increase when:

Minimizing Inter-group Conflict: AnUpdated Contact Model

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Managing conflict Programmed conflict

Defend or criticize ideas

Based on relevant factsAvoid personal or political preferences

Disciplined role playing

Programmed conflict techniques Devils advocacy

Dialectic method

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11-8

Figure 11-2

Integrating Obliging

Dominating Avoiding

Compromising

High Low

High

LowConcernforOthers

Concern for SelfSource: MA Rahim, A Strategy for Managing

Conflict in Complex Organizations,Human Relations,

January 1985, p 84. Used with authors permission.

Five Conflict-Handling Styles

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Facilitation:Third party gets disputants to deal directly andconstructively with each other.

Conciliation:Neutral third party acts as communication linkbetween disputants.

Peer review:Impartial co-workers hear both sides and renderdecision that may or may not be binding.

Ombudsman:Respected and trusted member of theorganization hears grievances confidentially.

Mediation:Trained third-party guides disputants toward theirown solution.

Arbitration:Neutral third-party hears both sides in a court-likesetting and renders a binding decision.

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Alternative Dispute Resolution(ADR) Techniques

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Distributive negotiation:Single issue; fixed-pie; win-lose.

Integrative negotiation:More than one issue; win-win.

Negotiation:A give-and-take decision-making processinvolving interdependent parties with different preferences.

11-11

Negotiating

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Clarify interests.

Identify options.

Design alternative deal packages.

Select a deal.

Perfect the deal.

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An Integrative Approach:Added-Value Negotiation

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Negotiating Zone Zone defined in monetary terms

Add other issues

Soft-money

Non-monetary issues

Package possible?

How are min-max positions establishedduring actual negotiations?