11 Managing Conflict

Chapter
„ Conflict: A Modern
and Negotiation
Perspective
„ Types of Conflict
„ Managing Conflict
„ Negotiation
„ Conflict Management and
Negotiation: A
Contingency Approach

14-2

Conflict

„ Conflict One party perceives its interests are being

opposed or set back by another party

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 14-3
The Relationship between Conflict Intensity and
Figure 14-1

Outcomes

Positive
Outcomes

Neutral

Too little Appropriate Too much

Negative conflict conflict conflict
Low Moderate High
Intensity

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14-4

Functional vs. Dysfunctional Conflict

„ Functional Conflict „ Dysfunctional

serves organization’s Conflict threatens
interests organization’s interests

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 14-5

Antecedents of Conflict

„ Incompatible personalities or value systems

„ Overlapping or unclear job boundaries
„ Competition for limited resources
„ Interdepartment/intergroup competition
„ Inadequate communication
„ Inderdependent tasks
„ Organizational complexity

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14-6

Antecedents of Conflict Cont.

„ Unreasonable or unclear policies, standards, or

rules
„ Unreasonable deadlines or extreme time
pressure
„ Collective design making
„ Decision making by consensus
„ Unmet expectations
„ Unresolved or suppressed conflicts

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 14-7

Desired Conflict Outcomes

1) Agreement: strive for equitable and fair agreements

that last
2) Stronger Relationships: build bridges of goodwill
and trust for the future
3) Learning: greater self-awareness and creative problem
solving

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Conflict Handling Styles

High
Integrating Obliging

Concern for
others Compromising

Dominating Avoiding
Low

High Concern for Low

self

4
 Intergroup Conflict
„ Changes within groups „ Changes between groups
„ Increased group „ Distorted perceptions
cohesiveness „ Negative stereotyping
„ Rise in autocratic „ Decreased
leadership communication
„ Focus on activity
„ Emphasis on loyalty

14-11
Figure 14-2

Minimizing Intergroup Conflict

Level of perceived
Recommended actions:
intergroup conflict tends
to increase when:
• Work to eliminate specific negative
• Conflict within the interactions between groups
group is high • Conduct team building to reduce
• There are negative intragroup conflict and prepare
interactions between employees for cross-functional teamwork
groups • Encourage personal friendships and
• Influential third-party good working relationships across
gossip about other group groups and departments
is negative • Foster positive attitudes toward
members of other groups
• Avoid or neutralize negative gossip
across groups or departments

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 14-18
Alternative Dispute Resolution
(ADR)Techniques
„ Alternative Dispute „ Facilitation
Resolution (ADR) „ Conciliation
avoiding costly lawsuits „ Peer review
by resolving conflicts „ Ombudsman
informally or through „ Mediation
mediation or arbitration
„ Arbitration

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14-19

Negotiation

„ Negotiation give-and-take process between conflicting

interdependent parties
„ Distributive negotiation: Single issue; fixed-pie; win-lose.
„ Integrative negotiation: More than one issue; win-win.

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 An Integrative Approach: 14-20
Figure 14-6

Added-Value Negotiation

Separately
Step 1: Clarify interests
ƒ identify tangible and intangible needs

Step 2: Identify options

ƒ Identify elements of value

Step 3: Design alternative deal packages

ƒ Mix and match elements of value in various

workable combinations
ƒ Think in terms of multiple deals

Step 4: Select a deal

ƒ Analyze deal packages proposed by other
party

Step 5: Perfect the deal

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An Integrative Approach: 14-21

Figure 14-6 cont.

Added-Value Negotiation
Jointly
Step 1: Clarify interests
ƒ Discuss respective needs
ƒ Find common ground for negotiation

Step 2: Identify options

ƒ Create a marketplace of value by discussing
respective elements of value

Step 3: Design alternative deal packages

Step 4: Select a deal
ƒ Discuss and select from feasible deal packages
ƒ Think in terms of creative agreement

Step 5: Perfect the deal

ƒ Discuss unresolved issues

ƒ Develop written agreement
ƒ Build relationships for future negotiations
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 14-22

Questionable/Unethical Tactics in Negotiation

„ Lies
„ Puffery
„ Deception
„ Weakening the opponent
„ Strengthening one’s own position
„ Nondisclosure
„ Information exploitation
„ Change of mind
„ Distraction
„ Maximization

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