1. 13 T H I R T E E N Organizational Conflict and Negotiation C H A P T E R

2. Writing topics Describe an experience dealing with conflict where that conflict was satisfactorily resolved Describe an experience dealing with conflict where that conflict was not satisfactorily resolved Describe an experience in which you had to negotiate for something you wanted (a raise, a day off, an extension).

3. Personal Orientations Toward Working with Others Individualists Cooperators Competitors Equality of outcomes Outperforming others Others’ outcomes Own outcomes Equalizers Personal Orientation Primary Concern

4. Collectivism, Individualism, and Cooperation Persons high in collectivism Persons high in individualism Cooperative under a wide range of conditions Cooperative only under some conditions (e.g., small groups, individual contributions readily visible)

5. P. Doyle. Ottawa Citizen Conflict Defined The process in which one party perceives that its interests are being opposed or negatively affected by another party.

6. The Conflict Process Sources of Conflict ManifestConflict ConflictOutcomes Conflict Perceptions Conflict Emotions

7. Task vs. Socioemotional Conflict Task-related conflict Conflict is aimed at issue, not parties Basis of constructive controversy Helps recognize problems, identify solutions, and understand the issues better Socioemotional conflict Conflict viewed as a personal attack Foundation of conflict escalation Leads to dissatisfaction, stress, and turnover

8. © Photodisc. With permission. Organizational Conflict Outcomes Potential benefits Improves decision making Strengthens team dynamics Dysfunctional outcomes Diverts energy and resources Encourages organizational politics Encourages stereotyping Weakens knowledge management

9. Sources of Conflict GoalIncompatibility Different Values and Beliefs Goals conflict with goals of others Different beliefs due to unique background, experience, training Caused by specialized tasks, careers Explains misunderstanding in cross- cultural and merger relations

10. Sources of Conflict GoalIncompatibility Different Values and Beliefs TaskInterdependence Three levels of interdependence Resource ABC Pooled ABC Sequential A BC Reciprocal

11. Sources of Conflict GoalIncompatibility Different Values and Beliefs TaskInterdependence ScarceResources Ambiguity CommunicationProblems Increases competition for resources to fulfill goals Lack of rules guiding relations Encourages political tactics Lack of opportunity – reliance on stereotypes Lack of ability – arrogant communication heightens conflict perception Lack of motivation – conflict causes lower motivation to communicate, increases stereotyping

12. Assertiveness Cooperativeness CompetingCollaborating Compromising AvoidingAccommodating High Low High Conflict Management Styles

13. Basic Styles of Resolving Conflict Competition Compromise AvoidanceAccommodation (low) (high) (low ) (high) Collaboration Integration Distribution

14. Conflict Management Strategies 1. Emphasizing Superordinate Goals Emphasizing common objectives rather than conflicting sub-goals Reduces goal incompatibility and differentiation 2. Reducing Differentiation Removing sources of different values and beliefs Generalist careers and job rotation Common dress code and status Common work experiences

15. 3. Communication and Understanding Employees understand and appreciate each other’s views through communication Informal gatherings Formal dialogue sessions Relationship restructuring Drum sessions

16. G. Diggens. With permission. Other Ways to Manage Conflict 4. Reduce Task Interdependence Dividing shared resources Combine tasks Use buffers 5. Increase Resources Duplicate resources 6. Clarify Rules and Procedures Clarify resource distribution Change interdependence

17. Your Positions Initial Target Initial Target Opponent’s Positions Area of Potential Agreement Bargaining Zone Model Resistance

18. Situational Influences on Negotiation Location Physical Setting Time Investment and Deadlines Audience © Corel Corp. With permission.

19. Effective Negotiator Behaviours Plan and Set Goals Gather Information Communicate Effectively Make Appropriate Concessions

20. Third-Party Conflict Resolution Objectives Efficiency Effectiveness ProceduralFairness OutcomeFairness Third-Party Objectives

21. Types of Third Party Intervention Mediation Arbitration Inquisition Level of Process Control Level of Outcome Control High Low