Chapter 13 Conflict at Work

Nature of Organizational Conflict

Conflict - any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties

Functional conflict - a healthy, constructive disagreement between two or more people

Dysfunctional conflict - an unhealthy, destructive disagreement between two or more people

Substantive and Emotional Conflictsubstantive conflict: conflict that occurs in the

form of a fundamental disagreement over ends or goals to be pursued and the means for their accomplishment

Emotional Conflict: conflict that involves interpersonal difficulties that arise over feeling of anger, mistrust, dislike, fear, resentment, and the like

Conflict

Conflict Intensity

Overt efforts to destroy other party. Aggressive physical attacks. Threats and ultimatums. Overt questioning or challenging of

others. Minor disagreements or

misunderstandings.

Management Secrets of the Chimps Frans de Waal

The top executive is always paranoid -- with good reason.

Loners are powerless, since they lack a coalition to help in crisis.

Meetings are a forum for testing the strength of coalitions. (Whose jokes go over?)

Warring parties must mend fences to carry on with the business of the day.

Relationship between Substantive Conflict and Effectiveness

Performance

High

Low

Low High

Intensity of Conflict

too little or too much conflict is destructive

moderate levels of conflictare constructive

Conflict Management Approaches

Indirect Conflict Management Approaches appeal to common goals hierarchical referral organizational redesign scripts and myths

Direct Conflict Management Approaches win-lose conflict win-win conflict lose-lose conflict (avoidance, accommodation/smoothing,

compromise)

Emotional Intelligence (EQ)

Emotional intelligence - the ability to manage conflict. It is the power to control one’s emotions perceive emotions in others adapt to change manage adversity

Consequences of ConflictPositive

Consequences Negative

Consequences Leads to new ideas Diverts energy from work

Stimulates creativity Threatens psychological well-being

Motivates change Wastes resources

Promotes organizational vitality

Creates a negative climate

Helps individuals & groups establish identities

Breaks down group cohesion

Serves as a safety valve to indicate problems

Can increase hostility & aggressive behaviors

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

Globalization & Conflict

Cultural differences & individual differences increase the potential for conflict

Individualism/

Collectivism

Masculinity/

Femininity

Uncertainty/

Avoidance

Long-term/Short-termorientation

Power/

Distance

Interorganizational conflict - conflict that occurs between two or more organizations

Intergroup conflict - conflict that occurs between groups or teams in an organization

Interpersonal conflict - conflict that occurs between two or more individuals

Forms of Conflict in Organizations

Forms of Conflict in Organizations

Intrapersonal conflict - conflict that occurs within an individual

Interrole conflict - a person’s experience of conflict among the multiple roles in his/her life

Forms of Conflict in Organizations

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 - conflict that occurs when an individual is expected to perform behaviors in a certain role that conflict with his/her personal values

An Organizational Member’s Role Set

Inside the organization

Focal Role

Out

side

the

orga

niza

tion

Employee1

Employee2

Employee3

Potentialemployee

Employee’scolleagues

Client Supervisor

ColleagueSupplier

SuperiorSuperior

rolesenders

Peerrole

senders

Employeerole

sendersBoundary of the organization

J. C. Quick and J. D. Quick, Organizational Stress and Preventive Management, 1997. Reprinted by permission.

Power Relationships in Organizations

Types of powerrelationships

Behavioraltendencies &

problems

Examples ofInterventions

Equal vs. equal Suboptimization Integrate units Teach

negotiating skills

High vs. low Control vs.autonomy

Bureaucratizepower throughrules

Use a differentleadership style

High vs. middle vs. low Role conflict, roleambiguity, stress

Improvecommunication

Clarify tasks Teach power

strategies

From W. F. G. Mastenbroek, Conflict Management and Organizational Development , 1987. Copyright John Wiley & Sons Limited. Reproduced with permission.

Defense Mechanisms

Aggressive Mechanisms.Fixation - an aggressive mechanism in which an

individual keeps up a dysfunctional behavior that obviously will not solve the conflict.

Displacement - An aggressive mechanism in which an individual directs his/her anger toward someone who is not the source of the conflict.

Negativism - an aggressive mechanism in which a person responds with pessimism to any attempt at solving a problem.

Defense Mechanisms

Compromise MechanismsCompensation - a compromise mechanism in which

an individual attempts to make up for a negative situation by devoting himself/herself to another pursuit with increased vigor

Identification - a compromise mechanism whereby an individual patterns his or her behavior after another’s

Rationalization - a compromise mechanism characterized by trying to justify one’s behavior by constructing bogus reasons for it

Defense Mechanisms

Withdrawal MechanismsFlight/withdrawal - a withdrawal mechanism that

entails physically escaping a conflict (flight) or psychologically escaping (withdrawal)

Conversion - a withdrawal mechanism in which emotional conflicts are expressed in physical symptoms

Fantasy - a withdrawal mechanism that provides an escape from a conflict through daydreaming

Coping With Difficult Behavior

• Stand up for yourself

• Allow run-down time

• Avoid direct confrontation

Superagreeables

• Value them as people

• Compromise & negotiate

• Discern their humor’s hidden meaning

Indecisive stallers

Indecisive stallers

• Raise the issue of the hesitancy

• If you are the problem, ask for help

• Keep action steps in own hands

Hostile/Aggressive

Coping with Difficult Behavior

• Listen attentively

• Acknowledge feelings

• Use problem-solving

Negativists

• Discuss problems; don’t offer solutions

• Be ready to take action alone

• Stay out of their despair

ClamsClams

• Ask open-ended questions

• Wait patiently for a response

• Ask more open-ended questions

Complainers

Coping with Difficult Behavior

• Prepare yourself

• Listen & paraphrase main points

• Question

Balloons

• State facts as your own perception

• Help them save face

• Confront when they are alone

Bulldozers

Know-It-Alls

Information on slides 14-16 adapted from Table 13.3. From Coping with Difficult People by Robert Bramson.

Copyright© 1981 by Robert Bramson. Used by permission of Doubleday, a division of Random House and Carol Mann Literary Agency on behalf of author.

Managing Intrapersonal Conflict

Person-role conflicts Intrarole or interrole conflicts

Ask role senders what they expect

of you

Find out as muchas you can about

the company’s values

Win-Lose versus Win-Win Strategies

Strategy Dept. A Dept. B Organization

Competitive Lose Lose LoseLose Win LoseWin Lose Lose

Cooperative Win- Win- Win

Ineffective Techniques forDealing with Conflict

Nonaction - doing nothing in hopes that a conflict will disappear

Secrecy - attempting to hide a conflict or an issue that has the potential to create conflict

Administrative orbiting - delaying action on a conflict by buying time

Due process nonaction - a procedure set up to address conflicts that is so costly, time-consuming, or personally risky that no one will use it

Character assassination - an attempt to label or discredit an opponent

Effective Techniques forDealing with Conflict

Subordinate GoalsSubordinate Goals

ConfrontingConfronting&&

NegotiatingNegotiating

Expanding Expanding ResourcesResources

Changing Changing StructureStructure

Changing Changing PersonnelPersonnel

ConflictConflictX

Dimensions of Conflict-Handling Intentions

Ass

erti

vene

ss

Cooperativeness

Una

sser

tive

Ass

erti

ve

Uncooperative Cooperative

Competing Collaborating

Compromising

AvoidingAccommodating

Conflict Management Styles

Avoiding - deliberate decision to take no action on a conflict or to stay out of a conflict

Accommodating - concern that the other party’s goals be met but relatively unconcerned with getting own way

Competing - satisfying own interests; willing to do so at other party’s expense

Compromising - each party gives up something to reach a solution

Collaborating - arriving at a solution agreeable to all through open & thorough discussion

Avoidance Is Appropriate When...

You have no chance of satisfying your concerns

let people cool down

Accommodation Is Appropriate When ...

You realize you are wrong Issue is much more important to

other party To build up credit for later

negotiations To preserve harmony

Competition Is Appropriate When...

No long term relationship To protect yourself against untrustworthy

parties Unpopular courses of action need

implementation Issues are vital to your welfare

Collaboration Is Appropriate When ...

Both parties’ concerns are too important to be compromised

To gain commitment Time is not an issue

Compromising Is Appropriate When ...

Goals are less important to you than collaboration

Mutually exclusive goals To achieve temporary settlements Under intense time pressure

Summary and Implications for Managers

Conflict can be either constructive or destructive to the functioning of a group.

An optimal level of conflict: prevents stagnation. stimulates creativity. releases tension. and initiates the seeds for change.

Summary and Implications for Managers

Inadequate or excessive levels of conflict can hinder group effectiveness.

Don’t assume there's one conflict-handling intention that is always best. Use competition when quick, decisive action is vital. Use collaboration to find an integrative solution. Use avoidance when an issue is trivial. Use accommodation when you find you’re wrong. Use compromise when goals are important.

Negotiation

Negotiation - a joint process of finding a mutually acceptable solution to a complex conflict

Useful under these conditions Two or more parties Conflict of interest between the parties Parties are willing to negotiate Parties prefer to work together rather than to fight

openly, give in, break off contact, or take the dispute to a higher authority

Negotiation

An exchange relationship between two parties where it is determined what will be exchanged and the rate of exchange.

NET OUTCOMES: Benefits minus costs (hassles, stress and what you have to give up).

ASPIRATIONS: What each party reasonable expects to get out of the negotiation.

BEST ALTERNATIVE TO A NEGOTIATED AGREEMENT (BATNA): If you walked away from the negotiation, the worst that could happen to you.

The Negotiation Process

__ Seller’s BATNA

__ Seller’s Net Outcomes

__ Seller’s Comparison Level (Aspiration)

__ Buyer’s Net Outcomes

__ Buyer’s Comparison Level (Aspiration)

__ Buyer’s BATNA

Seller

Aspiration: To make a sale of $1.50 per unit

Comparison Level: She can sell to another client for $1.00 per unit

Buyer

Aspiration: To pay $.80 per unit BATNA: She can buy them from another

seller at $1.60 per unit.

The Negotiation Process

__ Buyer’s BATNA ($1.60)

__ Seller’s Net Outcomes

__ Seller’s Comparison Level/Aspiration ($1.50)

__ Buyer’s Net Outcomes

__ Buyer’s Comparison Level/Aspiration ($.80)

__ Seller’s BATNA ($1.00)

Will we Negotiate?

The bargaining range will fall between the salesperson’s and the purchaser’s limits. In this case there is overlap. If there is no overlap, then the negotiation will not be successfully concluded.

How do you know when you start if there is any overlap?

Agreement

Where our net outcomes meet.

BATNA: Affects comparison level, limits.

Distributive Bargaining

Fixed Pie Mentality We normally frame as Distributive, leads

to bargaining over issues. We like to cut to the chase We like to ignore the interpersonal

Maximizing Joint Outcomes

Instead of bargaining over each individual issue, try to bargain in ‘packages’

Each issue does not carry the same level of importance to all

Give concessions of things that are not important to you, but are important to the other

Joint Outcomes

We almost never get maximized joint outcomes by bargaining sequentially (now this issue, now that issue)

It’s hard to calculate the importance of issues for ourselves, and others

When we view the ‘other’ as the ‘opponent’ all of a sudden every issue seems important

So, we are not honest about our issues

Linking Issues

Find ways to link issues (what’s important to me with what’s not important to me but IS important to the opponent)

Is the Process Complex?

People tend to see negotiation as complex, and see it as undefined CHAOS We try to package simply Or tend to separate each issue

The Best Way to Negotiate

Cognitively figure out packages (Planning) Come up with 4-5 items that I give that the

other wants And where the other gives that I want Get some momentum by getting some up

front agreements Try not to maximize EACH ISSUE but

maximize the ENTIRE PACKAGE

Planning

Yes, negotiation requires planning and patience

Know issues to keep in mind Know the levels of each issue Know the value of each issue Get the other guy to agree on issues (find

a way of thinking about same issues)

Reactance

The other guy knows you are trying to move him/her and may balk

How about reciprocity?

Do’s and Don’ts

Do develop more than 1 alternative, actually enough so you are ambivalent to current alternative

Do negotiate over as little as possible Don’t negotiate with friends

2 Negotiating Approaches

Integrative Negotiation -Integrative Negotiation -focuses on the meritsfocuses on the meritsof the issues & seeksof the issues & seeks

a win-win solutiona win-win solution

Distributive Bargaining -Distributive Bargaining -the goals of the parties the goals of the parties are in conflict, are in conflict, & each party seeks& each party seeksto maximize its resourcesto maximize its resources

What Makes Integrative Negotiation Different?

A focus on Commonalities (Frames) An attempt to address needs and interests

(Covey) Commitment to meeting the needs of all parties Exchange of information and ideas Invention of options for mutual gain Objective criteria for standards of performance

5 Dimensions of Win/Win

Character Integrity Maturity – the balance between courage and

consideration Abundance Mentality

Relationships Agreements Supportive Systems Processes

5 Elements of Win/Win

Desired Results Guidelines Resources Accountability Consequences

Processes

1. See the problem from the other point of view.

2. Identify the key issues and concerns. 3. Determine what results would constitute

a fully acceptable solution. 4. Identify possible new options to achieve

those results.

Seek First to Understand

Empathic Listening Mimic Content Rephrase Content Reflect Feeling Rephrase Content and Reflect Feeling

Autobiographical Responses

Evaluate – agree or disagree Probe – ask questions from our own frame

of reference Advise – give counsel based on our own

experience Interpret – try to figure people out based

on our own motives and behavior

Issues in Negotiation

Personality Traits Gender Differences Cultural Differences Third-Party Negotiations

Mediators Arbitrators Conciliators Consultants

3 Organization Views of Conflict

Belittledifferences

Blame

Seekwin-losesituation

Suspect

Valuediversity

Empower

Seekmutualbenefit

TakeStock

Evadedifferences

Withdraw

ReducerisksDespair

Competitiveconflict

Avoidance ofconflict

Positiveconflict

D. Tjosvold, The Conflict-Positive Organization. 1991 (pages 41/42). Copyright© 1991 by Addison-Wesley Publishing Company Inc. Reprinted by permission of Addison Wesley Longman.