Slide 1Slide 2Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Slide 15Slide 16Slide 17Slide 18Slide 19Slide 20Slide 21Define 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 NegotiationLearning ObjectivesChapter ElevenConflict: 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.11-1McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.ConflictMcGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.Incompatible personalities or value systems.Overlapping or unclear job boundaries.Competition for limited resources.Interdepartment/intergroup competition.Inadequate communication.Interdependent tasks.Organizational complexity.11-2McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Antecedents of ConflictMcGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.Unreasonable or unclear policies, standards, or rules.Unreasonable deadlines or extreme time pressure.Collective decision makingDecision making by consensus.Unmet expectations.Unresolved or suppressed conflict.11-3McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Antecedents of Conflict (Cont.)McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.1. Agreement 2. Stronger relationships3. Learning 11-4McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Desired Outcomes of ConflictMcGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.Personality conflict: interpersonal opposition driven by personal dislike or disagreement.11-5McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Personality Conflict McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-6Skills & Best Practices: How to Deal withPersonality ConflictsTips for Employees Having a Personality ConflictAll employees need to be familiar with and follow company policies for diversity, antidiscrimination, and sexual harassmentCommunicate directly with the other person to resolve the perceived conflictAvoid dragging coworkers into the conflict.If dysfunctional conflict persists, seek help from direct supervisors or human resource specialistsMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-7Skills & Best Practices: How to Deal withPersonality Conflicts (Cont.)Tips for Third-Party Observers of a Personality ConflictAll employees need to be familiar with and follow company policies for diversity, antidiscrimination, and sexual harassmentDo not take sides in someone else’s personality conflictSuggest the parties work things out themselves in a constructive and positive wayIf dysfunctional conflict persists, refer problem to parties’ direct supervisorsMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-8Skills & Best Practices: How to Deal withPersonality Conflicts (Cont.)Tips for Managers Whose Employees are Having a Personality ConflictAll employees need to be familiar with and follow company policies for diversity, antidiscrimination, and sexual harassmentInvestigate and document conflictIf appropriate, take corrective actionIf necessary, attempt informal dispute resolutionRefer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventionsMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.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.11-9McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.In-Group Thinking: The SeedsOf Intergroup Conflict McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-10 Figure 11-1Minimizing Intergroup Conflict: An Updated Contact ModelMcGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.• 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 perceivedInter-group conflict tendsto increase when:McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.11-11McGraw-Hill© 2005 The McGraw-Hill Companies, Inc. All rights reserved.Skills & Best Practices: How to BuildCross-Cultural RelationshipsBehaviorBehavior RankRankBe a good listener 1Be sensitive to the needs of others 2Be cooperative, rather than overly competitive 2Advocate inclusive (participative) leadership 3Compromise rather than dominate 4Build rapport through conversations 5Be compassionate and understanding
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