1. Conflict and Negotiation
Chapter 13 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5th edition
Conflict and Negotiation

2. Nature of Organizational Conflict
Conflict – any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties
Functional Conflict – a healthy, constructive disagreement between two or more people
Dysfunctional Conflict – an unhealthy, destructive disagreement between two or more people 2

3. Emotional Intelligence (EI)
the power to control one’s emotions
perceive emotions in others
adapt to change
manage adversity

4. Importance of Conflict Management Skills
“As managers we spend about 21% of our time dealing with conflict.”
Conflict management skills predict managerial success
High Emotional Intelligence (EI) needed to manage conflict
EI is valid across cultures

5. Consequences of Conflict
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by South-Western, a division of Thomson Learning.
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6. Diagnosing Conflict Examine the issue Analyze the context
Know the parties involved

7. Questions to Use When Diagnosing Conflict
Yes No
Are the parties approaching the conflict from a hostile standpoint?
Is the outcome likely to be a negative one for the organization?
Do the potential losses of the parties exceed any potential gains?
Is energy being diverted from goal accomplishment?
YES = dysfunctional

8. Causes of Conflict in Organizations
Structural Factors
Specialization
Interdependence
Common resources
Goal differences
Authority relationships
Status inconsistencies
Jurisdictional ambiguities
Personal Factors
Skills and abilities
Personalities
Perceptions
Values and ethics
Emotions
Communication barriers
Cultural differences
Conflict
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by South-Western, a division of Thomson Learning.
All rights reserved 5

9. Globalization and Conflict
Cultural differences and individual differences increase the potential for conflict
Individualism/
Collectivism
Masculinity/
Femininity
Uncertainty/
Avoidance
Time
Orientation of values
Power/
Distance 6

10. Forms of Conflict in Organizations
Interorganizational Conflict – conflict that occurs between two or more organizations
Intergroup Conflict – conflict that occurs between groups or teams in an organization
Intragroup Conflict – conflict that occurs within groups or teams 8

11. Forms of Conflict in Organizations
Interpersonal Conflict – conflict that occurs between two or more individuals
Intrapersonal Conflict – conflict that occurs within an individual 8

12. Managing Interpersonal Conflict
Understand power networks
Recognize defense mechanisms
Develop strategies to deal with difficult people

13. Forms of Intrapersonal Conflict
Interrole Conflict – a person’s experience of conflict among the multiple roles in his/her life
Intrarole Conflict – conflict that occurs within a single role, such as when a person receives conflicting messages from role senders about how to perform a certain role
Person–role Conflict – conflict that occurs when an individual is expected to perform behaviors in a certain role that conflict with his/her personal values 8

14. Resolving Intrapersonal Conflict
Use self-analysis
Diagnose the situation; ask
Does the organization values match my own?
Ask role senders what is expected
Use political skills to buffer negative effects of role conflict stress

15. Ineffective Techniques for Dealing with Conflict
Nonaction
Character Assassination
Secrecy
Conflict
Due Process Nonaction
Administrative Orbiting 20

16. Effective Techniques for Dealing with Conflict
Superordinate Goals
Confronting
and
Negotiating
Expanding
Resources
Conflict
Changing
Structure
Changing
Personnel 20

17. Negotiation
Negotiation – a joint process of finding a mutually acceptable solution to a complex conflict
Two or more people involved
Conflict of interest exists
Willing to negotiate for a better outcome
Parties prefer to work together

18. Approaches to Negotiation
Distributive Bargaining – the goals of the parties are in conflict, and each party seeks to maximize its resources

19. Approaches to Negotiation
Integrative Negotiation – focuses on the merits of the issues and seeks a win–win solution

20. Conflict Management Styles
Avoiding – deliberate decision to take no action on a conflict or to stay out of a conflict
Accommodating – concern that the other party’s goals be met but relatively unconcerned with getting own way
Competing – satisfying own interests; willing to do so at other party’s expense 21

21. Conflict Management Styles
Compromising – each party gives up something to reach a solution
Collaborating – arriving at a solution agreeable to all through open and thorough discussion 21

22. Creating a Conflict-Positive Organization
Value diversity and confront differences
Seek mutual benefits, and unite behind cooperative goals
Conflict
Positive
Take stock to reward success and learn from mistakes
Empower employees to feel confident and skillful

23. Conflict Management Tools
Ability to reduce organizational toxins
High emotional intelligence
Negotiation skills