1 / 30

Chapter 11

Chapter 11. Managing conflict and negotiation. Conflict and Negotiations - Key Concepts. Conflict: definition Constructive and Destructive aspects Levels of conflict Stages of conflict Indirect and direct conflict mgmt approaches Conflict styles/behaviors Negotiation

sebastian-rowland
Download Presentation

Chapter 11

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 11 Managing conflict and negotiation

  2. Conflict and Negotiations - Key Concepts • Conflict: definition • Constructive and Destructive aspects • Levels of conflict • Stages of conflict • Indirect and direct conflict mgmt approaches • Conflict styles/behaviors • Negotiation • Hard & soft bargaining, ethical conflict behaviors • Coping with Criticism

  3. Conflict • Conflict is____________________ • Substantive • A fundamental disagreement over ends or goals to be pursued and the means for their accomplishment. • Emotional • Interpersonal difficulties that arise over feelings of anger, mistrust, fear, and resentment.

  4. Helps identify issues and underlying problems Acts as a safety valve, releasing tension and anger Encourages interaction and involvement Promotes creativity Facilitates problem solving Promotes sharing of information Tests strength of ideas - under fire Adapted from Gary L. Kreps, Organizational Communication, 1986, p. 188-189 Constructive (Functional) Conflict

  5. Destructive (Dysfunctional) conflict • Results in negative outcomes • Decreases work productivity and job satisfaction • Increases in absenteeism and turnover • A successful leader will be alert to destructive conflicts and take action

  6. Levels of conflict Intrapersonal Interpersonal Intra-group Inter-group Organizational

  7. Levels of Conflict • Intrapersonal Level • Involve actual or perceived pressures from incompatible goals or expectations within a person • One’s perceptions differ from others; one’s judgment called into question • Approach- Approach Conflict • Choices: two positive and equally attractive alternatives • Example: two jobs = equally positive duties, pay, benefits, location

  8. Levels of Conflict, cont. • Intrapersonal Level • Approach- Avoidance Conflict • Choice: something has both positive and negative consequences • Example: a great job in a lousy location • Avoidance – Avoidance Conflict • Choices: two negative and equally unattractive alternatives • Example: two jobs - neither first choice in terms of duties, pay, location

  9. Levels of Conflict • Interpersonal • between two or moreindividuals • Intergroup • among and between groups • Interorganizational • related to competition and rivalry that characterizes firms operating in the same markets

  10. Diagnosing Conflict • Vertical conflict: between hierarchical levels • Supervisor –subordinate disagreements over resources, goals, deadlines, or performance • Horizontal conflict: same level (coworkers, line - staff, functional units) • Goal incompatibilities; ambiguities, • Perceived resource scarcities • Power or value differences or interpersonal factors

  11. Stages of Conflict • Antecedent conditions • Perceived and felt conflict • Manifest conflict • Conflict resolution, management or suppression • Conflict aftermath Proposed by Louis Pondy (1967)

  12. Desired Outcomes • Agreement • Fair and equitable • Stronger relationships • Bridges of trust and goodwill for future • Learning • Greater self-awareness and creative problem solving • Dean Tjosvold’s cooperative conflict model

  13. Stage I Potential opposition Stage II Cognition and personalization Stage IV Outcomes Stage III Behavior The Conflict Process Perceived conflict Increased performance • Antecedent conditions • communication • structure • personal variables Manifest conflict Conflict Aftermath Decreased performance Felt conflict • Conflict-handling • Behaviors/styles: • competition • collaboration • accommodation • avoidance • compromise

  14. Indirect Conflict Management Approaches • Reduce Interdependence • Reduce required contact, build buffers, assign formal liaison • Appeal to common goals • Establish a common, overarching goal, ensure parties take responsibility • Use chain of command • Refer problem to more senior employees/managers • Redesign the organization • Rewrite scripts, rituals

  15. Conflict Styles/Behaviors (from K Thomas, 1976 and Rahim, 1985) High (Assertive) Dominating (competing) Integrating (collaborating) Compromising (Sharing) Concern for Self Avoiding (neglecting) Obliging (accommodating) Low (Unassertive) Low (Uncooperative) High (Cooperative) Concern for Others

  16. Direct Conflict Management Techniques • Lose-lose • Avoidance • Sidestep, postpone, withdraw • Accommodation • Play down differences and highlight similarities; yield, obey or sacrifice to other • Compromise • Split the difference, exchange concessions, seek the middle-ground

  17. Direct Conflict Management Techniques • Win-lose • Competition: • one party achieves its desires at the expense and to the exclusion of the other party’s desires • Stand for your rights; defend your position - which you believe is correct

  18. Direct Conflict Management Techniques • Win-win • Collaboration: • Achieve each other’s goals • Acceptable by both parties • Establishes a process whereby all parties involved feel a responsibility to be open and honest about facts and feelings • Explore the disagreement to learn from each other • Results in problem solving or situation improvement

  19. Negotiation • Process of making joint decisions when the parties involved have different preferences • Successful negotiations: • Substantive goals • Concerned with outcomes relative to the “content” issues at hand • Relational goals • Concerned with outcomes relating to how well people involved in the negotiation, and any constituencies they may represent, are able to work with one another once the process is concluded

  20. Distributive Negotiating • Hard Bargaining • When each party holds out to get its own way • Leads to competition • Soft Bargaining • When one party is willing to make concessions to the other to end the impasse • Leads to accommodation

  21. Staking Out the Bargaining Zone Party A’s aspiration range Party B’s aspiration range Settlement range Party A’s target point Party B’s resistance point Party A’s resistance point Party B’s target point

  22. Integrative Negotiating • Principled negotiations • Negotiations based on the “merits” of the situation • Foundations for gaining integrative agreements • Be willing to trust the other • Be willing to share information • Be willing to ask concrete questions

  23. Ethical Conflict Behaviors • Argue the specific issue at hand • Focus on interests not positions • Avoid dirty fighting (character attacks, slander, overly aggressive tactics) • Separate the problem from the people • Construct a “reasonable” argument • Be open to alternate perspectives • Avoid premature judgments • Listen actively and evaluate fairly • Judge using objective criteria Adapted from Kreps, 1986, Organizational Communication, p.189. And Schermerhorn

  24. Coping with Criticism Based on work by Ronald Adler and Gregg Walker (OSU) osu.orst.edu/instruct/comm440-540/ criticism.htm

  25. Constructive Criticism • The generation of evaluative comments • Can promote constructive growth in individuals and relationships

  26. Guidelines for the Critic • Understand why you are offering criticism • Try to understand the other person • Describe the behavior, not the person • Focus on specifics and the “here and now”, not generalities or the past • Emphasize your feelings • Invite a collaborative discussion to solve the problem • Allow the other person to make decisions

  27. When Criticized ... • Recognize and welcome the value of constructive criticism • Listen actively, with an open mind • Paraphrase what the other is saying • Try to understand the other’s perspective • Work hard to avoid becoming defensive • Maintain your own power and authority to make decisions • Communicate clearly how you feel and think • Insist on valid criticism

  28. Ask for Specifics • Ask for specifics: • What is the specific behavior (s) that bothers this person? • In what circumstances does the objectionable behavior occur? • Does this criticism also involve others?

  29. Ask About Consequences .. • Ask about the consequences of your behavior: • What need of theirs is not being met? • What negative consequences have occurred as a result of this behavior?

  30. Resolution • Make sure you understand the original complaint or problem • Take time and make the effort to hear out the other person completely • Ask how s/he would suggest the issue be resolved • Provide feedback on your point of view and how you plan to proceed only after completing the previous 3 steps

More Related