Chapter 11

Managing conflict and negotiation

Conflict and Negotiations - Key Concepts Conflict: definition Constructive and Destructive aspects Levels of conflict Stages of conflict Indirect and direct conflict mgmt approaches Conflict styles/behaviors Negotiation

Hard & soft bargaining, ethical conflict behaviors Coping with Criticism

Conflict

Conflict is____________________ Substantive

A fundamental disagreement over ends or goals to be pursued and the means for their accomplishment.

Emotional Interpersonal difficulties that arise over feelings of

anger, mistrust, fear, and resentment.

Constructive (Functional) Conflict

Helps identify issues and underlying problems Acts as a safety valve, releasing tension and anger Encourages interaction and involvement Promotes creativity Facilitates problem solving Promotes sharing of information Tests strength of ideas - under fire

Adapted from Gary L. Kreps, Organizational Communication, 1986, p. 188-189

Destructive (Dysfunctional) conflict

Results in negative outcomes Decreases work productivity and job satisfaction Increases in absenteeism and turnover A successful leader will be alert to destructive

conflicts and take action

Levels of conflict

Intrapersonal

Interpersonal

Intra-group

Inter-group

Organizational

Levels of Conflict

Intrapersonal Level Involve actual or perceived pressures from

incompatible goals or expectations within a person One’s perceptions differ from others; one’s judgment

called into question

Approach- Approach Conflict Choices: two positive and equally attractive

alternatives Example: two jobs = equally positive duties,

pay, benefits, location

Levels of Conflict, cont.

Intrapersonal Level Approach- Avoidance Conflict

Choice: something has both positive and negative consequences

Example: a great job in a lousy location Avoidance – Avoidance Conflict

Choices: two negative and equally unattractive alternatives

Example: two jobs - neither first choice in terms of duties, pay, location

Levels of Conflict

Interpersonal between two or more individuals

Intergroup among and between groups

Interorganizational related to competition and rivalry that

characterizes firms operating in the same markets

Diagnosing Conflict

Vertical conflict: between hierarchical levels Supervisor –subordinate disagreements over

resources, goals, deadlines, or performance Horizontal conflict: same level (coworkers,

line - staff, functional units) Goal incompatibilities; ambiguities, Perceived resource scarcities Power or value differences or interpersonal

factors

Stages of Conflict

Antecedent conditions Perceived and felt conflict Manifest conflict Conflict resolution, management or

suppression Conflict aftermathProposed by Louis Pondy (1967)

Desired Outcomes

Agreement Fair and equitable

Stronger relationships Bridges of trust and goodwill for future

Learning Greater self-awareness and creative problem

solving

Dean Tjosvold’s cooperative conflict model

The Conflict ProcessThe Conflict Process

Increasedperformance

Increasedperformance

Decreasedperformance

Decreasedperformance

Stage IPotential

opposition

Stage IICognition and

personalization

Stage IIIBehavior

Stage IVOutcomes

Perceivedconflict

Perceivedconflict

Feltconflict

Feltconflict

Antecedent conditions•communication•structure•personal variables

Antecedent conditions•communication•structure•personal variables

Manifestconflict

Manifestconflict

Conflict-handlingBehaviors/styles:•competition•collaboration•accommodation•avoidance•compromise

Conflict-handlingBehaviors/styles:•competition•collaboration•accommodation•avoidance•compromise

Conflict AftermathConflict Aftermath

Indirect Conflict Management Approaches

Reduce Interdependence Reduce required contact, build buffers, assign formal

liaison Appeal to common goals

Establish a common, overarching goal, ensure parties take responsibility

Use chain of command Refer problem to more senior employees/managers

Redesign the organization Rewrite scripts, rituals

Conflict Styles/Behaviors (from K Thomas, 1976 and Rahim, 1985)

Dominating (competing)

Avoiding(neglecting)

Obliging(accommodating)

Integrating(collaborating)

Compromising(Sharing)

Low(Uncooperative)

High(Cooperative)

High(Assertive)

Low(Unassertive)

Concern for Self

Concern for Others

Direct Conflict Management Techniques

Lose-lose Avoidance

Sidestep, postpone, withdraw Accommodation

Play down differences and highlight similarities; yield, obey or sacrifice to other

Compromise Split the difference, exchange concessions, seek

the middle-ground

Direct Conflict Management Techniques

Win-lose Competition: one party achieves its desires at the expense

and to the exclusion of the other party’s desires

Stand for your rights; defend your position - which you believe is correct

Direct Conflict Management Techniques

Win-win Collaboration:

Achieve each other’s goals Acceptable by both parties

Establishes a process whereby all parties involved feel a responsibility to be open and honest about facts and feelings

Explore the disagreement to learn from each other Results in problem solving or situation improvement

Negotiation

Process of making joint decisions when the parties involved have different preferences

Successful negotiations: Substantive goals

Concerned with outcomes relative to the “content” issues at hand

Relational goals Concerned with outcomes relating to how well people

involved in the negotiation, and any constituencies they may represent, are able to work with one another once the process is concluded

Distributive Negotiating

Hard Bargaining When each party holds out to get its own way Leads to competition

Soft Bargaining When one party is willing to make concessions

to the other to end the impasse Leads to accommodation

Party B’s aspiration range

Party A’s aspiration range

Settlement range

Party A’sParty A’stargettargetpointpoint

Party A’sParty A’stargettargetpointpoint

Party B’sParty B’stargettargetpointpoint

Party B’sParty B’stargettargetpointpoint

Party B’sParty B’sresistanceresistance

pointpoint

Party B’sParty B’sresistanceresistance

pointpoint

Party A’sParty A’sresistanceresistance

pointpoint

Party A’sParty A’sresistanceresistance

pointpoint

Staking Out the Bargaining ZoneStaking Out the Bargaining Zone

Integrative Negotiating

Principled negotiations Negotiations based on the “merits” of the

situation Foundations for gaining integrative

agreements Be willing to trust the other Be willing to share information Be willing to ask concrete questions

Ethical Conflict Behaviors

Argue the specific issue at hand Focus on interests not positions

Avoid dirty fighting (character attacks, slander, overly aggressive tactics) Separate the problem from the people

Construct a “reasonable” argument Be open to alternate perspectives

Avoid premature judgments Listen actively and evaluate fairly

Judge using objective criteriaAdapted from Kreps, 1986, Organizational Communication, p.189. And Schermerhorn

Coping with Criticism

Based on work by Ronald Adler and Gregg Walker (OSU)

osu.orst.edu/instruct/comm440-540/ criticism.htm

Constructive Criticism

The generation of evaluative comments Can promote constructive growth in

individuals and relationships

Guidelines for the Critic

Understand why you are offering criticism Try to understand the other person Describe the behavior, not the person Focus on specifics and the “here and now”,

not generalities or the past Emphasize your feelings Invite a collaborative discussion to solve the

problem Allow the other person to make decisions

When Criticized ...

Recognize and welcome the value of constructive criticism

Listen actively, with an open mind Paraphrase what the other is saying Try to understand the other’s perspective Work hard to avoid becoming defensive Maintain your own power and authority to make

decisions Communicate clearly how you feel and think Insist on valid criticism

Ask for Specifics

Ask for specifics: What is the specific behavior (s) that

bothers this person? In what circumstances does the

objectionable behavior occur? Does this criticism also involve others?

Ask About Consequences ..

Ask about the consequences of your behavior: What need of theirs is not being met? What negative consequences have

occurred as a result of this behavior?

Resolution

Make sure you understand the original complaint or problem

Take time and make the effort to hear out the other person completely

Ask how s/he would suggest the issue be resolved

Provide feedback on your point of view and how you plan to proceed only after completing the previous 3 steps