1. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Conflict and Negotiation Chapter 13 Organizational Behavior Nelson & Quick, 6 th edition

2. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Nature of Organizational Conflict Conflict - Conflict - any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition for two or more parties Functional Conflict - Functional Conflict - a healthy, constructive disagreement between two or more people Dysfunctional Conflict - Dysfunctional Conflict - an unhealthy, destructive disagreement between two or more people

3. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Consequences of Conflict Positive ConsequencesNegative Consequences Leads to new ideasDiverts energy from work Stimulates creativity Threatens psychological well-being Motivates changeWastes resources Promotes organizational vitalityCreates a negative climate Helps individuals and groups establish identities Breaks down group cohesion Serves as a safety valve to indicate problems Can increase hostility and aggressive behaviors

4. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Diagnosing Conflict 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 gain? Is energy being diverted from goal accomplishment? Photos courtesy of Clips Online ©2008 Microsoft Corporation

5. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Causes of Conflict in Organizations Structural Factors Specialization Interdependence Common resources Goal differences Authority relationships Status inconsistencies Jurisdictional ambiguities Personal Factors Skills & abilities Personalities Perceptions Values & ethics Emotions Communication barriers Cultural differences

6. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Globalization & Conflict Individualism/ Collectivism Power/ Distance Uncertainty/ Avoidance Masculinity/ Femininity Long-term/ Short-term Value Orientation Cultural differences and individual differences increase the potential for conflict

7. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Forms of Conflict in Organizations Interorganizational Conflict - Interorganizational Conflict - conflict that occurs between two or more organizations Intergroup Conflict - Intergroup Conflict - conflict that occurs between groups or teams in an organization Intragroup Conflict - Intragroup Conflict - conflict that occurs within groups or teams

8. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Forms of Conflict in Organizations Interpersonal Conflict - Interpersonal Conflict - conflict that occurs between two or more individuals Intrapersonal Conflict - Intrapersonal Conflict - conflict that occurs within an individual Photos courtesy of Clips Online ©2008 Microsoft Corporation

9. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Forms of Intrapersonal Conflict Interrole Conflict - Interrole Conflict - a person’s experience of conflict among the multiple roles in his/her life Intrarole Conflict - 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 - 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

10. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Resolving Intrapersonal Conflict Use self-analysis and diagnosis Does the organization values match my own? Ask role senders what is expected Use political skills to buffer negative effects of role conflict stress Photos courtesy of Clips Online ©2008 Microsoft Corporation

11. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved An Organizational Member’s Role Set Inside the organization Outside the organization 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. Client Supervisor Superior Supplier Focal Role Colleague Potential employee Employee 2 Employee’s colleagues Employee 3 Employee 1

12. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Power Relationships in Organizations SOURCE: W. F. G. Mastenbroek, Conflict Management and Organizational Development, 1987. Copyright John Wiley & Sons Limited. Reproduced with permission.

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

14. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Defense Mechanisms Compromise Mechanisms Compensation - Compensation - an individual attempts to make up for a negative situation by devoting himself or herself to another pursuit with increased vigor Identification - Identification - an individual patterns his or her behavior after another’s Rationalization - Rationalization - a compromise mechanism characterized by trying to justify one’s behavior by constructing bogus reasons for it

15. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Defense Mechanisms Withdrawal Mechanisms Flight/Withdrawal - Flight/Withdrawal - entails physically escaping a conflict (flight) or psychologically escaping (withdrawal) Conversion - Conversion - emotional conflicts are expressed in physical symptoms Fantasy - Fantasy - provides an escape from a conflict through daydreaming

16. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Win-Lose versus Win-Win Strategies Win- indicates that both parties have given up something

17. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Ineffective Techniques for Dealing with Conflict Nonaction Character Assassination Due process Nonaction Administrative Orbiting SecrecyConflict

18. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Effective Techniques for Dealing with Conflict Superordinate Goals Confronting & Negotiating Changing Structure Changing Personnel Expanding Resources

19. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Negotiation 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 Photos courtesy of Clips Online ©2008 Microsoft Corporation

20. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Approaches to Negotiation Distributive Bargaining - Distributive Bargaining - the goals of the parties are in conflict, and each party seeks to maximize its resources Photos courtesy of Clips Online ©2008 Microsoft Corporation

21. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Approaches to Negotiation Integrative Negotiation - Integrative Negotiation - focuses on the merits of the issues and seeks a win-win solution Photos courtesy of Clips Online ©2008 Microsoft Corporation

22. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Conflict Management Styles Avoiding - Avoiding - deliberate decision to take no action on a conflict or to stay out of a conflict Accommodating - Accommodating - concern that the other party’s goals be met but relatively unconcerned with getting own way Competing - Competing - satisfying own interests at other party’s expense

23. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Conflict Management Styles Compromising - Compromising - each party gives up something to reach a solution Collaborating - Collaborating - arriving at a solution satisfactory to all through open and thorough discussion Photos courtesy of Clips Online ©2008 Microsoft Corporation

24. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Conflict Management Styles Cooperativeness (Desire to satisfy another’s concerns) Assertiveness (Desire to satisfy one’s own concerns) CompetingCollaborating Compromising AvoidingAccommodating 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.

25. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Creating a Conflict-Positive Organization 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

26. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Three Organizational Views of Conflict Suspect Belittle differences Blame Seek win-lose situation Competitive conflict SOURCE: The Conflict-Positive Organization by Dean Tjsovold, © 1991. Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J.

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

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

29. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Conflict Management Tools High emotional intelligence Ability to reduce organizational toxins Negotiation skills Photos courtesy of Clips Online ©2008 Microsoft Corporation

30. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Chapter 13: Reflect & Discuss The Guru Video Clip What to Watch for and Ask Yourself What is the latent conflict (cause of conflict) that triggered this conflict event or episode? What conflict management style do Ramu and Sharrona use during this episode? Do they end the conflict with a clear conflict aftermath? Do you expect the conflict to continue? Why or why not?