Conflict Negotiation BMGT 364 Managing People and Organizations Upcoming Read for next time Chapter 15 Missing Time Case Prepare write up for Missing Time case and turn in before class via Blackboard Assignments tab Personal Reflection Journal due 11 12 via Assignments tab in Blackboard Copyright 2010 Copyright 2010 Review Conflict in Teams The Group Project Conflict a normal part of team dynamics Tuckman s model Storming stage includes Team conflict essential to get to Norming conflict stage Two types of team conflict Cognitive conflict Task oriented Affective conflict Person oriented Smith Students work in group projects in at least one class each semester How many of you have experienced conflict during a team project Team member doesn t show up for final presentation project Team member ill and can no longer contribute to Team member disappears and then reappears at the end of the semester Copyright 2010 Copyright 2010 Interpersonal Conflict Why Discuss Conflict in OB Defined as A 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 Four components a process not a fixed outcome perception not based on objective truth negative effect it has something to do with negative effects something you care about if you don t care about money money doesn t get you in a conflicting position Interpersonal conflict is likely to arise more often and seriously in workplace than in our private lives More people People disconnected Diverse interests Intensive interactions among people competing for limited resources Copyright 2010 Copyright 2010 1 Research on Conflict Conflict Resolution Three broad views on conflict Traditional View 1930s 1940s All conflict is harmful and should be avoided Human Relations View 1940s 1970s Conflict is natural and inevitable and conflicts should be brought up and accepted Interactionist View 1980s present Conflict is a positive force and necessary for a group to perform effectively Conflict has constructive and destructive power Maximize positive effect and minimize the negative effect of interpersonal conflict Conflict can be difficult to resolve because Strong emotions Mutual nature of process Satisfactory solutions are challenging to find Many people have not developed skills to deal with conflict in the workplace Copyright 2010 Copyright 2010 Class Exercise Exercise Debrief Partner with two people outside of your current team Designate one person as the Seller and one person as the Buyer one person will serve as an observer Seller and Buyer take 5 minutes to read your prompt Then have a 10 minute meeting Observer Focus on What is each party s approach in this conflict What are the outcomes What were the details of your role What did you know about the other role Was there any information which you did not want to share information which could damage your position Did the other party ask you for that information How did you handle that Copyright 2010 Copyright 2010 Conflict Process Model Stage 1 Potential opposition or incompatibility Stage 2 Cognition and personalization Stage 3 Intentions and behavior Stage 4 Outcomes We will briefly discuss each of the stages individually Stage 1 Potential opposition or incompatibility What are the conditions that create opportunities for conflict to arise Situational E g Need for sudden sale Structural E g Current blue book value of car economic conditions Understanding the situational and structural conditions and separating these factors from people is a key starting point to resolving interpersonal conflict Copyright 2010 Copyright 2010 2 Stage 2 Cognition and Personalization People perceive conflict perceived conflict and get emotionally involved felt conflict Attribution cause of the conflict is with the other party Raising issues earlier is better for resolving the conflict Stage 3 Intentions and Behaviors People tend to show a relatively consistent approach or behavior style to resolve conflict Two primary dimensions Assertiveness the degree to which one party attempts to satisfy his or her own concerns Cooperativeness the degree to which one party attempts to satisfy the other party s concerns Need to understand the strengths and weaknesses of our own style when negotiating conflict Copyright 2010 Copyright 2010 Understanding Con ict Management Styles Assertive Forcing Dominating Collaborating Integrating Assertiveness attempting to satisfy one s own concerns Compromising Unassertive Avoiding Accommodating Obliging Uncooperative Cooperative Cooperativeness attempting to satisfy the other party s concerns Matching the Con ict Management Approach with The Situa6on Conflict Management Approach Situational Considerations Forcing Dominating Accommodating Compromising Compromising Collaborating Integrating Avoiding High Low Med High Low Low High Med High Low Relative Power High Low Equal Low High Equal Med High Med High Low Low Med High Issue Importance Relationship Importance Time Constraints Copyright 2010 Copyright 2010 What is my con ict management style From 360 degree feedback Self Assess ment Coworkers N 8 Mean SD Accommodating The extent to which you try to accommodate to other parties interests while not advocating for your own 3 99 3 11 0 51 Compromising The extent to which you try to arrive at middle of the road solution 2 97 3 80 0 75 Competing The extent to which you strive to achieve your own interests at the expense of the interests of others 3 15 3 13 0 78 Collaborating The extent to which you try to arrive at solutions that meet the interests of both you and others 3 23 3 86 0 56 Avoiding The extent to which you try to avoid a confrontation or difference of opinion with others 3 11 2 74 0 88 Stage 4 Outcomes In functional conflict negotiation conflict Enhances the quality of the decision Incorporates different perspectives Fosters creativity Challenges status quo Stimulates change In dysfunctional conflict conflict Reduces productivity Lowers morale Lowers cohesiveness Creates overwhelming dissatisfaction Increases tension and stress Makes for more turnover Destroys teams Copyright 2010 Copyright 2010 3 Upcoming Read for next time Chapter 15 Missing Time Case Prepare write up for Missing Time case and turn in before class via Blackboard Assignments tab Personal Reflection Journal due 11 12 via Assignments tab in Blackboard Copyright 2010 4
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