Robbins Eob13ge Ppt14

Copyright ©2016 Pearson Education Limited.
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Chapter 14
Conflict in Organizations
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After studying this chapter
you should be able to:
1. Differentiate between the traditional and the
interactionist views of conflict.
2. Describe the three types of conflict and the three
loci of conflict.
3. Outline the conflict process.
4. Contrast distributive and integrative bargaining.
5. Apply the five steps of the negotiation process.
6. Show how individual differences influence
negotiations.
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Definition of Conflict
Conflict: Process that begins when

one party perceives that another party
has negatively affected, or is about to
negatively affect, something that the
first party cares about
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Traditional View of Conflict
 Traditional View
All conflict is harmful and must be
avoided
 Linked to violence, destruction, and
irrationality
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Interactionist View of Conflict
 Interactionist View
Conflict is encouraged to prevent
group from becoming stale
 Functional: improves group
performance
 Dysfunctional: hinders group
performance
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Types of Conflict
 Three categories of conflict:

1. Task conflict:
Work content and goals
2. Relationship conflict:
Interpersonal relationships
3. Process conflict:
How the work is done
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Desired Conflict Levels
Source of Level of Conflict

Conflict Low Moderate High
Task Functional Dysfunctional
Relationship Dysfunctional
Process Functional Dysfunctional
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Loci of Conflict
 Three sources of conflict:

1. Dyadic conflict:
Conflict between two people
2. Intragroup conflict:
Conflict occurring within a group or
team
3. Intergroup conflict:
Conflict between groups or teams
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The Conflict Process
Copyright ©2016 Pearson Education Limited. 14-10

Stage I: Potential Opposition
Communication
 Barriers exist
 Too much or too little
Structure
Group size, age, diversity
Organizational rewards, goals, group
dependency
Personal Variables
Personality types
Emotionality 14-11
Stage II: Cognition
and Personalization
 Potential for conflict is actualized
 Parties “make sense” of conflict by defining it
and its potential solutions
 Emotions play a major role in shaping
perceptions
Perceived conflict: awareness needed for
actualization
Felt conflict: emotional involvement - parties
experience anxiety, tension, frustration, or
hostility
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Stage III: Intentions
Intentions:
Decisions to act in a given way
 Inferred (often erroneous) intentions may
cause greater conflict
 Five conflict handling intentions:
1. Competing
2. Collaborating
3. Avoiding
4. Accommodating
5. Compromising
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Stage III: Intentions
High
Competing Collaborating
Assertiveness
Compromising
Avoiding Accommodating
Low
Low Cooperativeness High
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Stage IV: Behavior
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Stage V: Outcomes
Functional Outcomes:
Improves decision quality
Stimulates creativity and innovation
Encourages interest and curiosity
Problems are aired
Accepts change and self-evaluation
Dysfunctional Outcomes:
Group is less effective
Reduces cohesiveness and communications
Leads to the destruction of the group
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Managing Functional Conflict
Minimize counterproductive conflict:

 Recognize when there really is a
disagreement
 Encourage open, frank discussion focused
on interests
 Have opposing groups pick important
issues and work for mutual satisfaction
 Emphasize shared interests
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Global Implications
Culture influences conflict resolution

strategies
Collectivist cultures try to use indirect
methods to preserve relationships
Promote the good of the group as a whole
Individualist cultures confront differences
of opinion directly and openly
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Negotiation
Negotiation: Process that

occurs when two or more parties
decide how to allocate scarce
resources
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Bargaining Strategies

Distributive Bargaining

Integrative Bargaining
Integrative bargaining:
A win-win solution is possible
 But:
 Parties must be open with information and
candid about their concerns
 Both parties must be sensitive regarding the
other’s needs
 Parties must be able to trust each other
 Both parties must be willing to be flexible
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The Negotiation Process

Individual Differences
in Negotiation Effectiveness
 Personality Traits
 Little evidence to support
 Disagreeable introvert is best
 Moods & Emotions
 Showing anger helps in distributive negotiations
 Positive moods help integrative negotiations
 Culture
 Negotiating styles vary across national cultures
 Gender Differences
 Men are slightly better
 Many stereotypes – low power positions
 Women’s self-image as negotiators is poor
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Implications for Managers
 Choose an authoritarian management style:
 In emergencies
 When unpopular actions need to be implemented
 When the issue is vital to the organization’s welfare
 Seek integrative solutions:
 When your objective is to learn
 When you want to merge insights from people with
different perspectives
 When you need to gain commitment by incorporating
concerns into a consensus
 When you need to work through feelings that have
interfered with a relationship
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Implications for Managers
 Build trust by accommodating others:
 When you find you’re wrong
 When you need to demonstrate reasonableness
 When other positions need to be heard
 When issues are more important to others than to yourself
 When you want to satisfy others and maintain cooperation
 When you can build social credits for later issues
 To minimize loss when you are outmatched and losing
 When employees should learn from their mistakes
 Consider compromising when:
 Goals are important but not worth potential disruption
 Opponents with equal power are committed to mutually
exclusive goals
 You need temporary settlements to complex issues
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Keep in Mind…
Conflict is an inherent part of
organizational life: probably necessary
for optimal organizational function
Task conflict is the most constructive
Most effective negotiators use both
types of bargaining and know the
appropriate tactics
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Summary
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Copyright ©2016 Pearson Education Limited.

Conflict: Process that begins when

 Three categories of conflict:

Source of Level of Conflict

 Three sources of conflict:

Copyright ©2016 Pearson Education Limited. 14-10

Low Cooperativeness High

Minimize counterproductive conflict:

Culture influences conflict resolution

Negotiation: Process that

Copyright ©2016 Pearson Education Limited. 14-20

Copyright ©2016 Pearson Education Limited. 14-21

Copyright ©2016 Pearson Education Limited. 14-23

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