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Managing Conflict and Negotiation

13. Managing Conflict and Negotiation. Chapter. Conflict: A Modern Perspective Types of Conflict Managing Conflict Negotiation Conflict Management and Negotiation: A Contingency Approach. Ch. 13 Learning Objectives.

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Managing Conflict and Negotiation

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  1. 13 Managing Conflict and Negotiation Chapter Conflict: A Modern Perspective Types of Conflict Managing Conflict Negotiation Conflict Management and Negotiation: A Contingency Approach

  2. Ch. 13 Learning Objectives • Define the term conflict, and put the three metaphors of conflict into proper perspective for the workplace. • Distinguish between functional and dysfunctional conflict, and discuss why people avoid conflict • List six antecedents of conflict, and identify the desired outcomes of conflict. • Define personality conflicts, and explain how managers should handle them. • Discuss the role of in-group thinking in intergroup conflict, and explain what management can do about intergroup conflict

  3. Ch. 13 Learning Objectives • Discuss what can be done about cross-cultural conflict. • Explain how managers can stimulate functional conflict, and identify the five conflict-handling styles. • Explain the nature and practical significance of conflict triangles and alternative dispute resolution for third-party conflict intervention. • Explain the difference between distributive and integrative negotiation, and discuss the concept of added-value negotiation.

  4. Conflict • ConflictOne party perceives its interests are being opposed by another party • Is conflict always bad?

  5. The Relationship between Conflict Intensity and Outcomes Positive Outcomes Neutral Too littleconflict Appropriateconflict Too muchconflict Negative Low ModerateIntensity High

  6. Functional Conflictserves organization’s interests Typically issue-focused Stimulates creativity Dysfunctional Conflictthreatens organization’s interests Typically person-focused Breeds hostility Stifle communication Functional vs. Dysfunctional Conflict

  7. Causes of Conflicts • Incompatible personalities or value systems • Role ambiguity/ overload • Competition for limited resources

  8. Desired Conflict Outcomes • 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

  9. Table 13-1 Tips for Employees Having a Personality Conflict • All employees need to be familiar with and follow company policies • Communicate directly with the other person • Avoid dragging co-workers into the conflict • Seek help from direct supervisors or human resource specialists

  10. Table 13-1 Tips for Managers Whose Employees are Having a Personality Conflict • Investigate and document conflict • If appropriate, take corrective action • If necessary, attempt informal dispute resolution • Refer difficult conflict to human resource specialists or hired counselors

  11. Five Conflict-Handling Styles Integrating Obliging High Compromising Concern for Others Dominating Avoiding Low High Low Concern for Self

  12. Test Your Knowledge • Alfonso tends to be an agreeable person with a high need for affiliation. When he encounters conflict situations at work which conflict management style is he most and least likely to use, respectively. • Dominating; Integrating • Integrating; Compromising • Compromising; Avoiding • Obliging; Dominating • Avoiding; Obliging

  13. Alternative Dispute Resolution (ADR)avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration Mediation Neutral third party guides parties to make a mutually acceptable solution Arbitration Parties agree to accept the decision of the neutral arbitrator Alternative Dispute Resolution (ADR)Techniques

  14. Conflict at Its Worst • Workplace bullying • Repeated nonphysical, health-impairing psychological mistreatment that falls outside discriminatory harassment • Affects turnover, productivity and potential for litigation

  15. Conflict at Its Worst • How to deal with a bully • Have a supervisor at least two levels above the targeted boss clamp down on the bully by • Stating the behavior will not be tolerated, he/she will be monitored, he/she will be fired if behavior continues

  16. Best Leadership/Career Advancement Behaviors • Perspective taking • Creating solutions • Expressing emotions • Reaching out

  17. Worst Leadership/Career Advancement Behaviors • Avoidance • Winning at all costs • Displaying anger • Demeaning others • Retaliating

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