1. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Understanding and Managing Workplace Conflict

2. 10-2 Is Conflict Good or Bad?  Negative Outcomes Less information sharing Higher stress/dissatisfaction/turnover More organizational politics Wasted resources Lower team cohesion when conflict is internal  Positive Outcomes Better decision making More responsive Stronger team cohesion when conflict is external

3. 10-3 Is Conflict Good or Bad?: Emerging View  Two types of conflict Constructive conflict -- Conflict is aimed at issue, not parties Relationship conflict -- Conflict is aimed at undermining the other party  Goal: encourage constructive conflict, minimize relationship conflict  Problem: difficult to separate the two conflicts

4. 10-4 Minimizing Relationship Conflict Three conditions that minimize relationship conflict while engaging in constructive conflict 1. Emotional intelligence 2. Cohesive team 3. Supportive team norms

5. 10-5 The Conflict Process Sources of Conflict ManifestConflict ConflictOutcomes Conflict Perceptions Conflict Emotions Conflict Escalation Cycle

6. 10-6 Differentiation Task Interdependence Different values/beliefs Explains cross-cultural and generational conflict Conflict increases with interdependence Parties more likely to interfere with each other IncompatibleGoals One party’s goals perceived to interfere with other’s goals more Structural Sources of Conflict

7. 10-7 Ambiguous Rules Communication Problems Creates uncertainty, threatens goals Without rules, people rely on politics Increases stereotyping Reduces motivation to communicate Escalates conflict when arrogant Scarce Resources Motivates competition for the resource Structural Sources of Conflict

8. 10-8 Assertiveness Cooperativeness ForcingProblem-solving Compromising AvoidingYielding High Low High Five Conflict Handling Styles

9. 10-9 Conflict Handling Contingencies Problem solving Best when: - Interests are not perfectly opposing - Parties have trust/openness - Issues are complex Problem: other party take advantage of information Forcing Best when: - you have a deep conviction about your position - quick resolution required - other party would take advantage of cooperation Problems: relationship conflict, long-term relations

10. 10-10 Conflict Handling Contingencies Avoiding Best when: - relationship conflict is high - conflict resolution cost is higher than benefits Problems: doesn’t resolve conflict, frustration Yielding Best when: - other party has much more power - issue is much less important to you than other party - value/logic of your position is imperfect Problem: Increases other party’s expectations

11. 10-11 Conflict Handling Contingencies Compromising Best when… - Parties have equal power - Quick solution is required - Parties lack trust/openness Problem: Sub-optimal solution where mutual gains are possible

12. 10-12 Structural Approaches to Conflict Resolution 1. Emphasizing superordinate goals Emphasize common objective rather than conflicting sub-goals Reduces goal incompatibility and differentiation 2. Reducing differentiation Remove sources of different values and beliefs - e.g. Move employees around to different jobs

13. 10-13 Structural Approaches to Conflict Resolution (con’t) 3. Improving communication/understanding Employees understand and appreciate each other’s views through communication - Relates to contact hypothesis Two warnings: a) Apply communication/understanding after reducing differentiation b) A Western strategy that may conflict with values/traditions in other cultures

14. 10-14 Structural Approaches to Conflict Resolution (con’t) 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

15. 10-15 Types of Third Party Intervention Mediation Arbitration Inquisition Level of Process Control Level of Outcome Control High Low