1. © 2009 Cengage Learning. All rights reserved. Chapter 13 Conflict and Negotiation Learning Outcomes 1 Describe the nature of conflicts in organizations. 2 Explain the role structural and personal factors play in causing conflict in organizations. 3 Discuss the nature of group conflict in organizations. 4 Describe the factors that influence conflict between individuals in organizations. 5 Describe effective and ineffective techniques for managing conflict. 6 Identify five styles of conflict management.

2. © 2009 Cengage Learning. All rights reserved. Learning Outcome Describe the nature of conflicts in organizations. 1

3. © 2009 Cengage Learning. All rights reserved. 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

4. © 2009 Cengage Learning. All rights reserved. Emotional Intelligence (EI) Emotional intelligence – Amanda the power to control one’s emotions perceive emotions in others adapt to change manage adversity

5. © 2009 Cengage Learning. All rights reserved. Importance of Conflict Management Skills-Amanda “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

6. Consequences of Conflict-Xiaohan

7. © 2009 Cengage Learning. All rights reserved. Diagnosing Conflict-Tessa Examine the issue Analyze the context Know the parties involved

8. © 2009 Cengage Learning. All rights reserved. YesNo 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? Questions to Use When Diagnosing Conflict-Tessa

9. © 2009 Cengage Learning. All rights reserved. Learning Outcome Explain the role structural and personal factors play in causing conflict in organizations. 2

10. Causes of Conflict in Organizations- Justin Personal Factors Skills and abilities Personalities Perceptions Values and ethics Emotions Communication barriers Cultural differences Structural Factors Specialization Interdependence Common resources Goal differences Authority relationships Status inconsistencies Jurisdictional ambiguities

11. © 2009 Cengage Learning. All rights reserved. Bill Gates has been known to berate employees for unsatisfactory performance, even insulting and yelling at them. Is Gates a bully, or does he just hate incompetence? Beyond the Book: “Bully” Gates?

12. © 2009 Cengage Learning. All rights reserved. Globalization and Conflict-Richard Cultural differences and individual differences increase the potential for conflict Individualism/ Collectivism Masculinity/ Femininity Uncertainty/ Avoidance Time Orientation of values Power/ Distance

13. © 2009 Cengage Learning. All rights reserved. Learning Outcome Discuss the nature of group conflict in organizations. 3

14. © 2009 Cengage Learning. All rights reserved. Forms of Conflict in Organizations- Tyson 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

15. © 2009 Cengage Learning. All rights reserved. Forms of Conflict in Organizations- Kaylee Intrapersonal Conflict – conflict that occurs within an individual Interpersonal Conflict – conflict that occurs between two or more individuals

16. © 2009 Cengage Learning. All rights reserved. Managing Interpersonal Conflict-Kellie Understand power networks Recognize defense mechanisms Develop strategies to deal with difficult people

17. © 2009 Cengage Learning. All rights reserved. Public humiliation in the corporate world has taken a back seat to more subtle personal jabs. Overt office conflict is more likely to be noticed as such, so antagonistic coworkers only try what they think they can get away with. Beyond the Book: Under-the-Table Torment

18. © 2009 Cengage Learning. All rights reserved. Learning Outcome Describe the factors that influence conflict between individuals in organizations. 4

19. © 2009 Cengage Learning. All rights reserved. Forms of Intrapersonal Conflict-Ben K. 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

20. © 2009 Cengage Learning. All rights reserved. [ Resolving Intrapersonal Conflict-Karla ] Use self-analysis Diagnose the situation: Ask if the organization’s values match your own, and Ask role senders what is expected Use political skills to buffer negative effects of role conflict stress

21. An Organizational Member’s Role Set- Hillary Inside the organization Focal Role Outside the organization Employee 1 Employee 2 Employee 3 Potential employee Employee’s colleagues Client Supervisor ColleagueSupplier Superior role senders Peer role senders Employee role senders Boundary of the organization SOURCE: J. C. Quick, J. D. Quick, D. L. Nelson, & J. J. Hurrell, Jr. Preventative Stress Management in Organizations, 1997. Copyright © 1997 by the American Psychological Association. Reprinted by permission.

22. Power Relationships in Organizations- Krystle SOURCE: W. F. G. Mastenbroek, Conflict Management and Organizational Development, 1987. Copyright John Wiley & Sons Limited. Reproduced with permission.

23. © 2009 Cengage Learning. All rights reserved. Aggressive (Defense) Mechanisms- Zach Fixation – an individual keeps up a dysfunctional behavior that obviously will not solve the conflict Displacement – an individual directs his or her anger toward someone who is not the source of the conflict Negativism – a person responds with pessimism to any attempt at solving a problem

24. © 2009 Cengage Learning. All rights reserved. Compromise (Defense) Mechanisms- Ben M Compensation – an individual attempts to make up for a negative situation by devoting himself/herself to another pursuit with increased vigor Identification – an individual patterns his or her behavior after another’s Rationalization – a compromise mechanism characterized by trying to justify one’s behavior by constructing bogus reasons for it

25. © 2009 Cengage Learning. All rights reserved. Withdrawal (Defense) Mechanisms- Kyle M Flight/Withdrawal – entails physically escaping a conflict (flight) or psychologically escaping (withdrawal) Conversion – emotional conflicts are expressed in physical symptoms Fantasy – provides an escape from a conflict through daydreaming

26. © 2009 Cengage Learning. All rights reserved. Learning Outcome Describe effective and ineffective techniques for managing conflict. 5

27. © 2009 Cengage Learning. All rights reserved. Win–Lose vs. Win–Win Strategies- Kyle P

28. © 2009 Cengage Learning. All rights reserved. Ineffective Techniques for Dealing with Conflict-Dillin Nonaction Character Assassination Due Process Nonaction Administrative Orbiting SecrecyConflict

29. © 2009 Cengage Learning. All rights reserved. A South Carolina woman on probation signed a court document with instructions as to what body part the judge could kiss. The judge rewarded her with an additional 90 days of probation. The lesson: considering the consequences of your words can avoid needless conflict and negative consequences. Beyond the Book: Looking for Trouble

30. © 2009 Cengage Learning. All rights reserved. Effective Techniques for Dealing with Conflict-Robin Superordinate Goals Confronting and Negotiating Changing Structure Changing Personnel Expanding Resources

31. © 2009 Cengage Learning. All rights reserved. Negotiation a joint process of finding a mutually acceptable solution to a complex conflict

32. © 2009 Cengage Learning. All rights reserved. Negotiation-Katie Two or more people involved Conflict of interest exists Willing to negotiate for a better outcome Parties prefer to work together

33. © 2009 Cengage Learning. All rights reserved. Approaches to Negotiation-Miles Distributive Bargaining – the goals of the parties are in conflict, and each party seeks to maximize its resources

34. © 2009 Cengage Learning. All rights reserved. Approaches to Negotiation-Miles Integrative Negotiation – focuses on the merits of the issues and seeks a win–win solution

35. © 2009 Cengage Learning. All rights reserved. Learning Outcome Identify five styles of conflict management. 6

36. © 2009 Cengage Learning. All rights reserved. Conflict Management Styles-Evan 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

37. © 2009 Cengage Learning. All rights reserved. Conflict Management Styles-Evan Compromising – each party gives up something to reach a solution Collaborating – arriving at a solution agreeable to all through open and thorough discussion

38. Conflict Management Styles-Evan Cooperativeness (Desire to satisfy another’s concerns) Assertiveness (Desire to satisfy one’s own concerns) CompetingCollaborating Compromising Avoiding Accommodating UncooperativeCooperative Assertive Unassertive SOURCE: K. W. Thomas, “Conflict and Conflict Management,” in M. D. Dunnette, Handbook of Industrial and Organizational Psychology, (Chicago: Rand McNally, 1976), 900. Used with permission of M. D. Dunnette.

39. © 2009 Cengage Learning. All rights reserved. Creating a Conflict-Positive Organization- Linda Conflict Positive Value diversity and confront differences Seek mutual benefits, and unite behind cooperative goals Empower employees to feel confident and skillful Take stock to reward success and learn from mistakes

40. © 2009 Cengage Learning. All rights reserved. 3 Organizational Views of Conflict Suspect Belittle differences Blame Seek win–lose situation Competitive conflict SOURCE: The Conflict-Positive Organization by Tjsovold, © 1991. Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J.

41. © 2009 Cengage Learning. All rights reserved. 3 Organizational Views of Conflict Evade differences Withdraw Reduce risks Despair Avoidance of conflict SOURCE: The Conflict-Positive Organization by Tjsovold, © 1991. Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J.

42. © 2009 Cengage Learning. All rights reserved. 3 Organizational Views of Conflict Value diversity Empower Seek mutual benefit Take Stock Positive conflict SOURCE: The Conflict-Positive Organization by Tjsovold, © 1991. Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J.

43. © 2009 Cengage Learning. All rights reserved. Conflict Management Tools High emotional intelligence Ability to reduce organizational toxins Negotiation skills