Chapter 11

Managing Conflict &

Negotiating
PIPIT MEYLIASARI

Organization Behaviour
 A Modern View of Conflict

Conflict is a process in which one party perceives that

its interests are being opposed or negatively affected by
another party.
Perceives can be real or imagined
Conflict can be escalate (stregthen) or de-escalated
(weaken)
Initially, scientific management expert such as Fredrick
W Taylor belived all conflict ultimately treatened
managements authority, later human relationist
recognized the inevitability of conflict

Organization Behaviour
 A Modern View of Conflict

OB Specialists realized conflict had both positive and

negative outcomes
This perspective introduced the idea the
organizations could suffer from too little conflict
Tend to be plagued by appathy, lack of creativity,
indecision, and missed deadlines.
On the other hand can excessive conflict can erode
organizational performance
Appropriate types and level of conflict energize
people in constructive direction

Organization Behaviour
 Functional and Dysfunctional
Conflict

Functional Conflict is commonly referred to in

management circle as constructive or cooperative
conflict serves organizations interests
Characterized by consultative interaction, a focus on the
issue, mutual respect, and useful give and take

Each of these elements is lacking or even opposite in

cases of Dysfuctional Conflict threatens
organizations interests

Organization Behaviour
 Proactive managers carefully read these
Early warnings and take appropiatte action
Incompatible personalities or
value systems
Overlapping or unclear job
boundaries
Competitions for limited resources
Unresonable or unclear policies, or
rules
Orgenizational Complexity
Interdependent Tasks
Organization Behaviour
Inadequate communication
interdepartement / intergroup
competitions
Unreasonable deadlines or
extreme time pressure
Decision making by consensus
Collective decision making
Unmet expectation
 Why People Avoid Conflict?
Avoid conflict because various combinations of harm,
rejection, loss of relationship, anger, being seen as
selfish, saying the wrong thing, failing, hurting someone
else, getting what you want, and intimacy

Of course, avoiding conflict doesn't make it go away.

The same situation is likely to continue or even
escalate. What is the alternative?
 Avoiding Conflict is Like ignoring
Cancerit Grows!

Stop ignoring a conflict.

Act decisively to improve the outcome.
Make the path to resolution open and
honest
Use descriptive language instead of
evaluative.
Make the process a team-building
opportunity.

Organization Behaviour
 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

Organization Behaviour
 Major Forms of Conflict

Personal Intergroup
Conflict conflict

Cross-
Work-family
cultural
conflict
conflict

Organization Behaviour
 Personality Conflicts

personality conflict as
interpersonal
opposition based on
personal dislike
and/or disagreement.

Organization Behaviour
 Dealing with Personality
Conflicts to reduce
conflict and its negative
effects is with an
organizational culture
that places a high value
on respect for coworkers.
This requires managers
and leaders to act as
caring and courteous role
models and provide
constructive feedback.

Organization Behaviour
 Intergroup Conflict
applies to disagreements or misconceptions between
groups

cohesivenessa we feeling can be a good or bad

thing.

Organization Behaviour
 Intergroup Conflict
Members of in-groups view themselves as a collection of
unique individuals, while they stereotype members of
other groups as being all alike.

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
perception of reality.

Organization Behaviour
 Intergroup Conflict
Research Lessons for Handling Intergroup Conflict
Sociologists the contact hypothesis, the more the
members of different groups interact, the less
intergroup conflict they will experience.

Identify and root out spesific negative linkages

between group.

Wise to note negative interactions between members

and groups and determine if influential third parties are
gossiping negatively about another member or group.

Organization Behaviour
Organization Behaviour
Cross-Cultural Conflict: Why It Happens
and How to Overcome it
Doing business with
people from different
cultures
commonplace in our
global economy where
cross-border mergers,
joint ventures,
outsourcing, and
alliances are the order
of the day. Because of
differing assumptions
about how to think and
act
How to Build Cross-Cultural
Relationships
Behavior Rank

Be a good listener. 1
Be sensitive to 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
 WorkFamily Conflict
Workfamily conflict occurs when the demands of ones
work role conflict with those of the family role.

Practical Research Insights about WorkFamily Conflict

This is a new but very active area of OB research.
a.) Workfamily balance begins at home
b.) An employer's family-supportive philosophy is more
important than specific programs.
c.) Informal flexibility in work hours and in allowing people
to work at home is essential to promoting work-family
balance.
d.) Supportive bosses and colleagues can help.
e.) The importance of workfamily balance varies across
generations.

Organization Behaviour
Programming Functional Conflict
A proposed course of action is generated A proposed course of action is generated
1 1

A devils advocate (individual or group) is Assumtions underlying the proposal are

assigned to criticize the proposal 2 identified
2

The critique is presented to key decision A conflicting counterproposal is generated

makers 3 based on different assumptions
3

Advocates ofe each position present and

Any additional information relevant to the debate the merits of their proposal before
4 issue is gathered 4 key decisions makers

The decision to adopt, modify, or The decision to adopt either position, or

discontinue the proposed course of action some other position, e.g.,a compromise,
5 is taken 5 is taken

The decision is monitored The decision is monitored

6 6

Organization Behaviour
 Alternative Styles for Handling
Dysfunctional Conflict

Integrating (Problem Solving)

Obliging (Smoothing)

Dominating (Forcing)

Avoiding

Compromising

Organization Behaviour
 Five Conflict-Handling Styles
HIGH
CONCERN FOR OTHERS

Integrating Obliging

Compromising

Dominating Avoiding
LOW

HIGH LOW
CONCERN FOR SELF

Organization Behaviour
 Third-Party Interventions: Alternative Dispute
Resolution

Facilitation

Peer review

Ombudsman

Mediation

Arbitration.

Organization Behaviour
 Negotiating
negotiation is a give-and-take decision-making process
involving interdependent parties with different preferences.

Two Basic Types of Negotiation negotiation-distributive

and integrative.

A distributive negotiation usually involves a single issuea

fixed-piein which one person gains at the expense of the
other. Distributive negotiation involves traditional winlose
thinking.

Integrative negotiation calls for a progressive win-win

strategy.

Organization Behaviour
 Added-Value Negotiation
One practical
application of the I. Clarify interests
integrative approach is
added-value
2. Identify options
negotiation (AVN).
During AVN, the
negotiating parties Design alternative deal
cooperatively develop packages
multiple deal
packages while 4. Select a deal
building a productive
long-term relationship.
AVN consists of these 5. Perfect the deal
five steps:

Organization Behaviour