Chapter Eleven

1. Chapter Eleven Managing Conflict and Negotiating

2. “Getting Things Done” Sequence • Managing Change • Leadership • Influence, Power, and Politics • Managing Conflict • Note: menu of options available to you in an organizational setting

3. Chapter Eleven Outline • A Modern View of Conflict • A Conflict Continuum • Functional versus Dysfunctional Conflict • Antecedents of Conflict • Desired Outcomes of Conflict • Major Sources of Conflict • Personality Conflicts • Inter-group Conflict • Cross-Cultural Conflict

4. Chapter Eleven Outline (continued) Managing Conflict • Programming Functional Conflict • Alternative Styles for Handling Dysfunctional Conflict • Third-Party Interventions: Alternative Dispute Resolution Negotiating • Two Basic Types of Negotiation • Added-Value Negotiation

5. Conflict Functional conflict serves the organization’s interests while dysfunctional conflict threatens the organization’s interests. Conflict:“A process in which one party perceives that its interests are being opposed or negatively affected by another party.”

6. Exercise • Distinguish between the Southwest Airlines and Gateway stories. • Are these comparable?

7. Antecedents of Conflict • Incompatible personalities or value systems. • Overlapping or unclear job boundaries. • Competition for limited resources. • Interdepartment/intergroup competition. • Inadequate communication. • Interdependent tasks. • Organizational complexity.

8. Antecedents of Conflict (continued) • Unreasonable or unclear policies, standards, or rules. • Unreasonable deadlines or extreme time pressure. • Collective decision making. • Decision making by consensus. • Unmet expectations. • Unresolved or suppressed conflict.

9. Desired Outcomes of Conflict Agreement:Strive for equitable and fair agreements that last. Stronger relationships:Build bridges of goodwill and trust for the future. Learning:Greater self-awareness and creative problem solving.

10. Personality Conflicts • Interpersonal opposition driven by personal dislike or disagreement • Workplace incivility, e.g. sexually offensive remarks, ridicule about sexual orientation, ethnic slurs, racial slurs, age-related • Examples: • Milton’s radio • Trash talk in the office • Slurs • Are you part of the problem? (see Hands-on Exercise p 280)

11. Tips for Managers Whose Employees Are Having a Personality Conflict • Follow company policies for diversity, anti-discrimination, and sexual harassment. • Investigate and document conflict. • If appropriate, take corrective action (e.g., feedback or behavior modification). • If necessary, attempt informal dispute resolution. • Refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions.

12. Intergroup conflict • In-group thinking • Other groups are “all alike” • Positively and morally correct • Outsiders as a threat • Differences exaggerated.

13. 11-6 Figure 11-1 Minimizing Inter-group Conflict: An Updated Contact Model Level of perceived Inter-group conflict tendsto increase when: Recommended actions: • Work to eliminate specific negative interactions between groups (and members). • Conduct team building to reduceintragroup conflict and prepare employees for cross-functional teamwork. • Encourage personal friendships and good working relationships across groups and departments. • Foster positive attitudes toward members of other groups (empathy, compassion, sympathy). • Avoid or neutralize negative gossip across groups or departments. • Conflict within the group is high • There are negative interactions between groups (or between members of those groups) • Influential third-party gossip about other group is negative

14. 11-7 Skills and Best Practices: How to Build Cross-Cultural Relationships Behavior Rank Be a good listener 1 Be sensitive to the needs of others 2 Be cooperative, rather than overly competitive 2 Advocate inclusive (participative) leadership 3 Compromise rather than dominate 4 Build rapport through conversations 5 Be compassionate and understanding 6 Avoid conflict by emphasizing harmony 7 Nurture others (develop and mentor) 8 Tie

15. Managing conflict • Programmed conflict • Defend or criticize ideas • Based on relevant facts • Avoid personal or political preferences • Disciplined role playing • Programmed conflict techniques (Fig 11-2) • Devil’s advocacy • Dialectic method

16. Five Conflict-Handling Styles Integrating Obliging High Compromising Concern for Others Dominating Avoiding Low High Low Concern for Self Source: MA Rahim, “A Strategy for Managing Conflict in Complex Organizations, Human Relations, January 1985, p 84. Used with author’s permission.

17. 11-10 Alternative Dispute Resolution (ADR) Techniques Facilitation:Third party gets disputants to deal directly and constructively with each other. Conciliation:Neutral third party acts as communication link between disputants. Peer review:Impartial co-workers hear both sides and render decision that may or may not be binding. Ombudsman:Respected and trusted member of the organization hears grievances confidentially. Mediation:Trained third-party guides disputants toward their own solution. Arbitration:Neutral third-party hears both sides in a court-like setting and renders a binding decision.

18. 11-11 Negotiating Negotiation:“A give-and-take decision-making process involving interdependent parties with different preferences.” Distributive negotiation:Single issue; fixed-pie; win-lose. Integrative negotiation:More than one issue; win-win.

19. 11-12 An Integrative Approach: Added-Value Negotiation • Clarify interests. • Identify options. • Design alternative deal packages. • Select a deal. • Perfect the deal.

20. Negotiating Zone • Zone defined in monetary terms • Add other “issues” • Soft-money • Non-monetary issues • Package possible? • How are min-max positions established during actual negotiations?