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Learning ObjectivesLearning Objectives• Assess Sources of a Conflict.• Modify Your Conflict Management Style

Appropriately.• Empathize with Positions of Others in

Conflicts.• Deal with Emotions.• Negotiate Conflict Resolution.• Stimulate Appropriate Conflict.• Implement Procedures to Manage Conflict.

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ConceptsConcepts• No Skill Is More Important for

Organizational Effectiveness Than the Constructive Management and Resolution of Conflict.

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What Is Conflict?What Is Conflict?• A Disagreement Between Two or

More Parties Who Perceive They Have Incompatible Concerns

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What Are the What Are the Main Sources of Conflict?Main Sources of Conflict?• Communication Problems

• Structural Design

• Personal Differences

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Exhibit 18.1: Functional Organization ChartExhibit 18.1: Functional Organization Chart

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What Are the Key Conflict What Are the Key Conflict Management Skills?Management Skills?

• Assessing the Nature of the Conflict

• Judiciously Selecting the Conflicts You Try to Manage

• Know the Basic Styles of Handling Conflicts

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Exhibit 18.2: Conflict-handling StylesExhibit 18.2: Conflict-handling Styles

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What Are the Key Conflict What Are the Key Conflict Management Skills? Management Skills? (Continued)(Continued)

• Know the Basic Styles of Handling Conflicts• Avoidance• Accommodation• Forcing• Compromise• Collaboration

• Empathize with the Other Conflict Parties

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Exhibit 18.3: National Styles of PersuasionExhibit 18.3: National Styles of Persuasion

Primary Negotiating Style and Process

Conflict: Counterparts’ Arguments Countered With . . .

Making Concessions

Response to Counterparts’ Concessions

North Americans

Factual: Appeals made to logic

Objective facts

Small concessions made early to establish a relationship

Usually reciprocate counterparts

Arabs

Affective: Appeals made to emotions

Subjective feelings

Concessions made throughout as a part of the bargaining process

Almost always reciprocate counterparts

Russians

Axiomatic: Appeals made to ideals

Asserted ideals

Few if any concessions made

Counterparts concessions viewed as weakness and almost never reciprocated

See text for complete list . . .

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What Are the Key Conflict What Are the Key Conflict Management Skills? Management Skills? (continued)(continued)

• Deal with the Emotional Aspects of Conflict1. Treat the Other Person with Respect

2. Listen and Restate to the Other’s Satisfaction

3. Briefly State Your Views, Needs, and Feelings

• Determine Your Objectives

• Implement the Optimal Long-term Strategy for All Involved

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Exhibit 18.4: When to Use the Different Exhibit 18.4: When to Use the Different Conflict Management StylesConflict Management Styles

ConflictManagement Style When to Use When Not to Use

Collaborating

Accommodating

Competing

When issues are complex and require input and information from othersWhen commitment is neededWhen dealing with strategic issuesWhen long-term solutions are needed

When the issues are unimportant to youWhen your knowledge is limitedWhen there is long-term give and takeWhen you have no power

When there is no timeWhen issues are trivialWhen any solution is unpopularWhen others lack expertiseWhen issues are important to you

When there is no timeWhen others are not interested or do not have the skillsWhen conflict occurs because of different value systems

When others are unethical or wrongWhen you are certain you are correct

When issues are complex and require input and information from othersWhen working with powerful and competent othersWhen long-term solutions and commitment are needed

See text for complete list . . .

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What Are the Key Conflict What Are the Key Conflict Management Skills? Management Skills? (continued)(continued)

• Option of Last Resort

• Negotiation

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Bargaining StrategiesBargaining Strategies• Distributive Bargaining

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Exhibit 18.6: Staking Out the Bargaining ZoneExhibit 18.6: Staking Out the Bargaining Zone

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Bargaining StrategiesBargaining Strategies• Integrative Bargaining

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Guidelines for Guidelines for Effective NegotiatingEffective Negotiating

1. Consider the Other Party’s Situation

2. Have a Concrete Strategy

3. Begin with a Positive Overture

4. Address Problems, Not Personalities

5. Maintain a Rational, Goal-oriented Frame of Mind

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Guidelines for Guidelines for Effective NegotiatingEffective Negotiating

(continued)(continued)

6. Insist on Using Objective Criteria.

7. Pay Little Attention to Initial Offers.

8. Emphasize Win-win Solutions.

9. Create an Open and Trusting Climate.

10. Be Open to Accepting Third-party Assistance.

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What about What about Conflict Stimulation?Conflict Stimulation?

1. Communicate That Conflict Has a Legitimate Place in the Organization.

2. Send Ambiguous Messages about Potentially Threatening Developments.

3. Bring in Outsiders.4. Restructure the

Organization.5. Appoint a

“Devil’s Advocate.”

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How Do You Manage Conflict How Do You Manage Conflict Between Groups and Departments?Between Groups and Departments?

• Superordinate Goals

• Increased Communication

• Problem Solving

• Negotiating

• Expansion of Resources

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How Do You Manage ConflictHow Do You Manage ConflictBetween Groups and Departments?Between Groups and Departments?

(continued)(continued)

• Third-party Judgment

• Changes in Organizational Structure

• Smoothing

• Avoidance

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Assess Sources of a Conflict.Modify Your Conflict Management

Style Appropriately.Empathize with Positions

of Others in Conflicts.Deal with Emotions.Negotiate Conflict Resolution.Stimulate Appropriate Conflict.Implement Procedures to

Manage Conflict.

Chapter ReviewChapter Review

TO REVIEW: YOU SHOULD

BE ABLE TO . . .