1. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-1 Chapter Intergroup Behavior, Negotiation, and team building 9 9

2. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-2 To perform effectively, interdependent individuals and groups must establish working relationship across organizational boundaries, between individual, and among groups.

3. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-3 Introduction Interdependence may foster either cooperation and conflict. Conflict is likely to occur at this point because each function has its own goals. Interpersonal conflict is a fundamental aspect of organizational life

4. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-4 A Realistic View of Intergroup Conflict Conflict is inevitable in organizations Critical issues appear to be not conflict itself but rather how it’s managed Conflict can be defined: 1. Functional conflict 2. Dysfunctional conflict

5. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-5 Functional and Dysfunctional Conflict Functional conflict is a confrontation between groups that enhances and benefits the organization’s performance Dysfunctional conflict is any confrontation or interaction between groups that harms the organization or hinders the achievement of organizational goals

6. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-6 Conflict and organizational performance Impact on organizational performance depend on the nature of conflict and how it is managed Too low; performance can suffer, innovation and change are difficult Too high; resulting chaos

7. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-7 Hypothetical situations Level of inter-group conflict Situation 1 Situation 3 High Low Situation 2

8. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-8 Level of Intergroup Conflict Probable Impact on Organization Organization Characterized By Level of Organizational Performance Low or none Slow adaptation to environment Few changes Little stimulation of ideas Apathy Stagnation Low DysfunctionalSituation I Situation II OptimalFunctional Positive movement toward goals Innovation and change Search for problem solutions Creativity and quick adaptation to environmental changes High Disruption Interference with activities Coordination difficulties Chaos LowDysfunctionalHigh Situation III Relationship Between Intergroup Conflict and Organizational Performance

9. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-9 Stages of Conflict Perceived Conflict Felt Conflict Manifest Conflict Intergroup conflicts develop over a period of time

10. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-10 What Causes Intergroup Conflict? Work Interdependence Pooled interdependence Sequential interdependence Reciprocal interdependence Goal Differences Mutually exclusive goals Perceptual Differences Status incongruency Inaccurate perceptions Work Interdependence Pooled interdependence Sequential interdependence Reciprocal interdependence Goal Differences Mutually exclusive goals Perceptual Differences Status incongruency Inaccurate perceptions

11. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-11 Group A Group B Goals POOLED SEQUENTIAL RECIPROCAL Types of Interdependence

12. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-12 Pooled interdependence Tidak ada interaksi antar kelompok kecuali melalui organisasi. Potensi konflik rendah; manajemen bisa menggunakan SOP untuk koordinasi (Misal; staff pada kantor penjualan IBM dalam satu region tidak ada interaksi dengan peers di region lain Sequential interdependence Output suatu group harus menyelesaikan tugas sebelum group menyelesaikan tugas (mis: assembly) Reciprocal interdependence Output suatu group menjadi input yang lain (Misal: air traffic control, pilot, dan ground operation)

13. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-13 Problems Related to Goal Differences Groups with mutually exclusive goals can find themselves in conflict Allocating limited resources between groups increases mutual dependencies and differences in goals are more apparent Different time horizons needed by groups to achieve their goals can be a source of conflict

14. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-14 Minimizing Perceptual Bases for Conflict 1.Communicate effectively! 2.Help develop a group’s social sensitivity. 3.Emphasize behavioral flexibility. 4.Communicate effectively! 1.Communicate effectively! 2.Help develop a group’s social sensitivity. 3.Emphasize behavioral flexibility. 4.Communicate effectively!

15. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-15 The Consequences of Dysfunctional Intergroup Conflict Changes Within Groups Increased group cohesiveness Emphasis on loyalty Rise in autocratic leadership Focus on activity Changes Within Groups Increased group cohesiveness Emphasis on loyalty Rise in autocratic leadership Focus on activity Changes Between Groups Distorted perceptions Negative stereotyping Decreased communication Changes Between Groups Distorted perceptions Negative stereotyping Decreased communication

16. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-16 Managing Intergroup Conflict Through Resolution Problem Solving Avoiding Compromising Dominating Accommodating

17. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-17 Conflict-Resolution Grid Accommodating or SmoothingProblem Solving or Collaboration AvoidingDominating Allowing other group to win Working together to solve problems Ignoring or steering clear of other group Working to dominate and control Compromising Finding acceptable solution so everyone feels good HIGH LOW EXTERNAL FOCUS INTERNAL FOCUS LOW

18. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-18 When to Use the Different Conflict- Resolution Approaches (1 of 3) Dominating approach – use on important issues where you are certain you are right, and where the benefit of a resolution outweighs the drawback of possible negative feelings by the dominated group Accommodating approach – use in disputes that are of far greater importance to the other group than they are to your group

19. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-19 When to Use the Different Conflict- Resolution Approaches (2 of 3) Problem-solving approach – use when both groups are willing to invest time and effort to reach a resolution that maximizes everyone’s outcome Avoiding approach – use primarily as a temporary expedient to buy more time

20. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-20 When to Use the Different Conflict- Resolution Approaches (3 of 3) Compromising approach – use as a middle ground Good backup approach when other approaches fail to resolve the issue

21. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-21 Negotiations (1 of 2) Negotiations – a process in which two or more parties attempt to reach acceptable agreement in a situation characterized by some level of disagreement

22. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-22 Variables That Affect Negotiations There is no one best way to negotiate The selection of specific negotiation strategies and tactics depends on: 1. The nature of the issues being negotiated 2. The environment in which the negotiations take place 3. The nature of the outcomes desired from the negotiations

23. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-23 Four personalities will face at negotiation table: The power seeker (task and results- oriented, seeking challenges and opportunities, and potentially confrontational) The persuader (outgoing, socially oriented, ambitious) The reliable performer (solid, dependable, comfortable in supportive surroundings, and resistant to sudden change)

24. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-24 Continue…. The limited performer (lack in self- confidence, in need of a sheltered environment, non decisive, and introvert)

25. McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 10-25 1. Mediation 2. Arbitration 3. Conciliation 4. Consultation Using Third-Party Negotiations