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

2. 11-2 After reading the material in this chapter, you should be able to: LO11.1 Define the term conflict, distinguish between functional and dysfunctional conflict, and identify three desired outcomes of conflict. LO11.2 Define personality conflicts, and explain how they should be managed. LO11.3 Discuss the role of in-group thinking in intergroup conflict, and explain what can be done to avoid cross-cultural conflict. LO11.4 Define work-family conflict and describe what can be done to manage it.

3. 11-3 After reading the material in this chapter, you should be able to: LO11.5 Explain how managers can program functional conflict, and identify the five conflict handling styles. LO11.6 Identify and describe at least four alternative dispute resolution (ADR) techniques. LO11.7 Draw a distinction between distributive and integrative negotiation, and explain the concept of added-value negotiation.

4. 11-4 A Modern View of Conflict Conflict  process in which one party perceives its interests are being opposed or negatively affected by another party

5. 11-5 Functional versus Dysfunctional Conflict Functional conflict  characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take.  Also called constructive conflict Dysfunctional conflict  threatens organization’s interests.

6. 11-6 Situations That Produce Functional or Dysfunctional Conflict

7. 11-7 Major Forms of Conflict Workplace incivility  low-intensity deviant behavior intended to harm the target person in ways that violate norms of mutual respect.  rudeness or a lack of regard for another person

8. 11-8 How to Deal With Personality Conflicts

9. 11-9 Work–Family Conflict Work–family conflict  occurs when the demands of one’s work role conflicts with those of the family role

10. 11-10 Programming Functional Conflict Programmed Conflict  encourages different opinions without protecting management’s personal feelings.

11. 11-11 Techniques for Stimulating Functional Conflict: Devil’s Advocacy and the Dialectic Method

12. 11-12 Five Conflict Handling Styles

13. 11-13 Third Party Interventions: Alternative Dispute Resolution Alternative Dispute Resolution  avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration

14. 11-14 Negotiating Negotiation  give-and-take decision-making process involving interdependent parties with different preferences Two types:  Distributive  Integrative

15. 11-15 Added-Value Negotiation  cooperatively developing multiple-deal packages while building a productive long-term relationship