Define the term conflict, distinguish between functional and dysfunctional conflict, and identify three desired outcomes of conflict.

Define personality conflicts, and explain how they should be managed.

Discuss the role of in-group thinking in intergroup conflict, and explain what can be done to avoid cross-cultural conflict.

Explain how managers can program functional conflict, and identify the five conflict handling styles.

Identify and describe at least four alternative dispute resolution (ADR) techniques.

Draw a distinction between distributive and integrative negotiation, and explain the concept of added-value negotiation.

Managing Conflict and Negotiation

Learning Objectives

Chapter Eleven

Conflict: one party perceives its interests are being opposed or set back by another party.

Functional conflict: serves organization’s interests.

Dysfunctional conflict: threatens organization’s interests.

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Conflict

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Incompatible personalities or value systems.

Overlapping or unclear job boundaries.

Competition for limited resources.

Interdepartment/intergroup competition.

Inadequate communication.

Interdependent tasks. Organizational complexity.

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Antecedents of Conflict

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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.

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Antecedents of Conflict (Cont.)

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1. Agreement

2. Stronger relationships

3. Learning

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Desired Outcomes of Conflict

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Personality conflict: interpersonal opposition driven by personal dislike or disagreement.

11-5

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Personality Conflict

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11-6

Skills & Best Practices: How to Deal withPersonality Conflicts

Tips for Employees Having a Personality Conflict

All employees need to be familiar with and follow company policies for diversity, antidiscrimination, and sexual harassment

Communicate directly with the other person to resolve the perceived conflict

Avoid dragging coworkers into the conflict.

If dysfunctional conflict persists, seek help from direct supervisors or human resource specialists

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11-7

Skills & Best Practices: How to Deal withPersonality Conflicts (Cont.)

Tips for Third-Party Observers of a Personality Conflict

All employees need to be familiar with and follow company policies for diversity, antidiscrimination, and sexual harassment

Do not take sides in someone else’s personality conflict

Suggest the parties work things out themselves in a constructive and positive way

If dysfunctional conflict persists, refer problem to parties’ direct supervisors

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11-8

Skills & Best Practices: How to Deal withPersonality Conflicts (Cont.)

Tips for Managers Whose Employees are Having a Personality Conflict

All employees need to be familiar with and follow company policies for diversity, antidiscrimination, and sexual harassment

Investigate and document conflict

If appropriate, take corrective action

If necessary, attempt informal dispute resolution

Refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions

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Members of in-groups view themselves as a collection of unique individuals.

In-group members see themselves positively and as morally correct, while they view members of other groups negatively and as immoral.

In-groups view outsiders as a threat. In-group members exaggerate the differences

between their group and other groups. This typically involves a distorted sense of reality.

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In-Group Thinking: The SeedsOf Intergroup Conflict

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11-10 Figure 11-1

Minimizing Intergroup Conflict: An Updated Contact Model

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• 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

• Work to eliminate specific negative interactions between groups (and members).• Conduct team building to reduce intragroup 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.

Recommended actions:Level of perceived

Inter-group conflict tendsto increase when:

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11-11

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Skills & Best Practices: How to BuildCross-Cultural Relationships

BehaviorBehavior RankRank 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

TieTie

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Programmed Conflict: encourages different opinions without protecting management’s personal feelings.

Devil’s advocacy: assigning someone the role of critic.

Dialectic method: fostering a debate of opposing viewpoints to better understand an issue.

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Programming Functional Conflict

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11-13 Figure 11-2

Techniques for Stimulating FunctionalConflict: Devil’s Advocacy

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A Devil’s Advocacy Decision Program

1. A Proposed Course of Action is generated

2. A devil’s advocate is assigned to criticize the proposal

3. The critique is presented to key decision makers

4. Any additional information relevant to the issues is gathered

5. The decision to adopt, modify, or discontinue the proposedcourse of action is taken

6. The decision is monitored

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5. The decision to adopt either position or some other positionis taken

4. Advocates of each position present and debate the merits oftheir proposals before key decision makers

Techniques for Stimulating FunctionalConflict: the Dialectic Method

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The Dialectic Decision Method

1. A Proposed Course of Action is generated

2. Assumptions underlying the proposal are identified

3. A conflicting counterproposal is generated based ondifferent assumptions

6. The decision is monitored

11-14 Figure 11-2

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Five Conflict Handling Styles

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11-15 Figure 11-3

Integrating Obliging

Dominating Avoiding

Compromising

High Low

High

Low

Con

cern

for

Oth

ers

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Alternative Dispute Resolution: avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration.

Techniques: Facilitation Conciliation Peer review Ombudsman Mediation Arbitration

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Alternative Dispute Resolution (ADR) Techniques

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Negotiation: give-and-take process between conflicting independent parties.

Two types: Distributive Integrative

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Negotiation

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Added-Value Negotiation: cooperatively developing multiple-deal packages while building a long-term relationship

Five Steps: Clarify interests Identify options Design alternative deal packages Select a deal Perfect the deal

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Added-Value Negotiation

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1. Know the going rate

2. Don’t fudge your past compensation

3. Present cold, hard proof of your value

4. Let the other party name a figure first

5. Don’t nickel-and-dime

6. Avoid extravagant extras

7. Seek incentives and practical perks

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Skills & Best Practices: Seven StepsTo Negotiating Your Salary

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