Slide 1“Getting Things Done” SequenceExercisesSlide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Slide 15Negotiating ZoneSlide 17Chapter ElevenManaging Conflict and Managing Conflict and NegotiatingNegotiating“Getting Things Done” SequenceManaging ChangeLeadershipInfluence, Power, and PoliticsManaging ConflictNote: menu of options available to you in an organizational settingExercisesRespond to questions in opening case of Chapter 11Discuss in groups11-1aChapter Eleven OutlineChapter Eleven OutlineA Modern View of ConflictA Modern View of Conflict•A Conflict Continuum•Functional versus Dysfunctional Conflict•Antecedents of Conflict•Desired Outcomes of ConflictMajor Sources of ConflictMajor Sources of Conflict•Personality Conflicts•Inter-group Conflict•Cross-Cultural Conflict11-1bManaging ConflictManaging Conflict•Programming Functional Conflict•Alternative Styles for Handling Dysfunctional Conflict•Third-Party Interventions: Alternative Dispute ResolutionNegotiatingNegotiating•Two Basic Types of Negotiation•Added-Value NegotiationChapter Eleven Outline Chapter Eleven Outline (continued)(continued)Functional conflict serves the organization’s interests while dysfunctional conflictdysfunctional conflict threatens the organization’s interests.Conflict:Conflict: “A process in which one party perceives that its interests are being opposed or negatively affected by another party.” 11-2ConflictConflict•Incompatible personalities or value systems.•Overlapping or unclear job boundaries.•Competition for limited resources.•Interdepartment/intergroup competition.•Inadequate communication.•Interdependent tasks.•Organizational complexity.11-3aAntecedents of ConflictAntecedents of Conflict•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.11-3bAntecedents of Conflict Antecedents of Conflict (continued)(continued)AgreementAgreement: Strive for equitable and fair agreements that last.Stronger relationships:Stronger relationships: Build bridges of goodwill and trust for the future.Learning:Learning: Greater self-awareness and creative problem solving.11-4Desired Outcomes of ConflictDesired Outcomes of Conflict1. Follow company policies for diversity, anti-discrimination, and sexual harassment.2. Investigate and document conflict. 3. If appropriate, take corrective action (e.g., feedback or B Mod).4. If necessary, attempt informal dispute resolution.5. Refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions.11-5Tips for Managers Whose Tips for Managers Whose Employees Are Having a Employees Are Having a Personality ConflictPersonality Conflict11-6Figure 11-1• 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:Recommended actions:Level of perceivedLevel of perceivedInter-group conflict tendsInter-group conflict tendsto increase when:to increase when:Minimizing Inter-group Conflict: An Minimizing Inter-group Conflict: An Updated Contact ModelUpdated Contact Model11-7 BehaviorBehavior 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 6Avoid conflict by emphasizing harmony 7Nurture others (develop and mentor) 8TieTieSkills and Best Practices: How Skills and Best Practices: How to Build Cross-Cultural to Build Cross-Cultural RelationshipsRelationships11-8Figure 11-2Integrating ObligingDominating AvoidingCompromisingHigh LowHighLowConcern for OthersConcern for SelfSource: MA Rahim, “A Strategy for Managing Conflict in Complex Organizations, Human Relations, January 1985, p 84. Used with author’s permission.Five Conflict-Handling StylesFive Conflict-Handling StylesFacilitation:Facilitation: Third party gets disputants to deal directly and constructively with each other.Conciliation:Conciliation: Neutral third party acts as communication link between disputants.Peer review:Peer review: Impartial co-workers hear both sides and render decision that may or may not be binding.OmbudsmanOmbudsman:: Respected and trusted member of the organization hears grievances confidentially.MediationMediation:: Trained third-party guides disputants toward their own solution.Arbitration:Arbitration: Neutral third-party hears both sides in a court-like setting and renders a binding decision.11-10Alternative Dispute Resolution Alternative Dispute Resolution (ADR) Techniques(ADR) TechniquesDistributive negotiation:Distributive negotiation: Single issue; fixed-pie; win-lose.Integrative negotiation:Integrative negotiation: More than one issue; win-win.Negotiation:Negotiation: “A give-and-take decision-making process involving interdependent parties with different preferences.” 11-11NegotiatingNegotiatingNegotiating ZoneZone defined in monetary termsAdd other “issues” Soft-moneyNon-monetary issuesPackage possible?How are min-max positions established during actual negotiations?Clarify interests.Identify options.Design alternative deal packages.Select a deal.Perfect the deal.11-12An Integrative Approach: An Integrative Approach: Added-Value NegotiationAdded-Value
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