Upload
clare-wilkerson
View
231
Download
2
Embed Size (px)
Citation preview
Nature of Organizational Conflict
Conflict - any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties
Functional conflict - a healthy, constructive disagreement between two or more people
Dysfunctional conflict - an unhealthy, destructive disagreement between two or more people
Substantive and Emotional Conflictsubstantive conflict: conflict that occurs in the
form of a fundamental disagreement over ends or goals to be pursued and the means for their accomplishment
Emotional Conflict: conflict that involves interpersonal difficulties that arise over feeling of anger, mistrust, dislike, fear, resentment, and the like
Conflict
Conflict Intensity
Overt efforts to destroy other party. Aggressive physical attacks. Threats and ultimatums. Overt questioning or challenging of
others. Minor disagreements or
misunderstandings.
Management Secrets of the Chimps Frans de Waal
The top executive is always paranoid -- with good reason.
Loners are powerless, since they lack a coalition to help in crisis.
Meetings are a forum for testing the strength of coalitions. (Whose jokes go over?)
Warring parties must mend fences to carry on with the business of the day.
Relationship between Substantive Conflict and Effectiveness
Performance
High
Low
Low High
Intensity of Conflict
too little or too much conflict is destructive
moderate levels of conflictare constructive
Conflict Management Approaches
Indirect Conflict Management Approaches appeal to common goals hierarchical referral organizational redesign scripts and myths
Direct Conflict Management Approaches win-lose conflict win-win conflict lose-lose conflict (avoidance, accommodation/smoothing,
compromise)
Emotional Intelligence (EQ)
Emotional intelligence - the ability to manage conflict. It is the power to control one’s emotions perceive emotions in others adapt to change manage adversity
Consequences of ConflictPositive
Consequences Negative
Consequences Leads to new ideas Diverts energy from work
Stimulates creativity Threatens psychological well-being
Motivates change Wastes resources
Promotes organizational vitality
Creates a negative climate
Helps individuals & groups establish identities
Breaks down group cohesion
Serves as a safety valve to indicate problems
Can increase hostility & aggressive behaviors
Causes of Conflict in Organizations
Structural Factors• Specialization• Interdependence• Common resources• Goal differences• Authority relationships• Status inconsistencies• Jurisdictional ambiguities
Personal Factors• Skills & abilities• Personalities• Perceptions• Values & ethics• Emotions• Communication barriers• Cultural differences
Globalization & Conflict
Cultural differences & individual differences increase the potential for conflict
Individualism/
Collectivism
Masculinity/
Femininity
Uncertainty/
Avoidance
Long-term/Short-termorientation
Power/
Distance
Interorganizational conflict - conflict that occurs between two or more organizations
Intergroup conflict - conflict that occurs between groups or teams in an organization
Interpersonal conflict - conflict that occurs between two or more individuals
Forms of Conflict in Organizations
Forms of Conflict in Organizations
Intrapersonal conflict - conflict that occurs within an individual
Interrole conflict - a person’s experience of conflict among the multiple roles in his/her life
Forms of Conflict in Organizations
Intrarole conflict - conflict that occurs within a single role, such as when a person receives conflicting messages from role senders about how to perform a certain role
Person-role conflict - conflict that occurs when an individual is expected to perform behaviors in a certain role that conflict with his/her personal values
An Organizational Member’s Role Set
Inside the organization
Focal Role
Out
side
the
orga
niza
tion
Employee1
Employee2
Employee3
Potentialemployee
Employee’scolleagues
Client Supervisor
ColleagueSupplier
SuperiorSuperior
rolesenders
Peerrole
senders
Employeerole
sendersBoundary of the organization
J. C. Quick and J. D. Quick, Organizational Stress and Preventive Management, 1997. Reprinted by permission.
Power Relationships in Organizations
Types of powerrelationships
Behavioraltendencies &
problems
Examples ofInterventions
Equal vs. equal Suboptimization Integrate units Teach
negotiating skills
High vs. low Control vs.autonomy
Bureaucratizepower throughrules
Use a differentleadership style
High vs. middle vs. low Role conflict, roleambiguity, stress
Improvecommunication
Clarify tasks Teach power
strategies
From W. F. G. Mastenbroek, Conflict Management and Organizational Development , 1987. Copyright John Wiley & Sons Limited. Reproduced with permission.
Defense Mechanisms
Aggressive Mechanisms.Fixation - an aggressive mechanism in which an
individual keeps up a dysfunctional behavior that obviously will not solve the conflict.
Displacement - An aggressive mechanism in which an individual directs his/her anger toward someone who is not the source of the conflict.
Negativism - an aggressive mechanism in which a person responds with pessimism to any attempt at solving a problem.
Defense Mechanisms
Compromise MechanismsCompensation - a compromise mechanism in which
an individual attempts to make up for a negative situation by devoting himself/herself to another pursuit with increased vigor
Identification - a compromise mechanism whereby an individual patterns his or her behavior after another’s
Rationalization - a compromise mechanism characterized by trying to justify one’s behavior by constructing bogus reasons for it
Defense Mechanisms
Withdrawal MechanismsFlight/withdrawal - a withdrawal mechanism that
entails physically escaping a conflict (flight) or psychologically escaping (withdrawal)
Conversion - a withdrawal mechanism in which emotional conflicts are expressed in physical symptoms
Fantasy - a withdrawal mechanism that provides an escape from a conflict through daydreaming
Coping With Difficult Behavior
• Stand up for yourself
• Allow run-down time
• Avoid direct confrontation
Superagreeables
• Value them as people
• Compromise & negotiate
• Discern their humor’s hidden meaning
Indecisive stallers
Indecisive stallers
• Raise the issue of the hesitancy
• If you are the problem, ask for help
• Keep action steps in own hands
Hostile/Aggressive
Coping with Difficult Behavior
• Listen attentively
• Acknowledge feelings
• Use problem-solving
Negativists
• Discuss problems; don’t offer solutions
• Be ready to take action alone
• Stay out of their despair
ClamsClams
• Ask open-ended questions
• Wait patiently for a response
• Ask more open-ended questions
Complainers
Coping with Difficult Behavior
• Prepare yourself
• Listen & paraphrase main points
• Question
Balloons
• State facts as your own perception
• Help them save face
• Confront when they are alone
Bulldozers
Know-It-Alls
Information on slides 14-16 adapted from Table 13.3. From Coping with Difficult People by Robert Bramson.
Copyright© 1981 by Robert Bramson. Used by permission of Doubleday, a division of Random House and Carol Mann Literary Agency on behalf of author.
Managing Intrapersonal Conflict
Person-role conflicts Intrarole or interrole conflicts
Ask role senders what they expect
of you
Find out as muchas you can about
the company’s values
Win-Lose versus Win-Win Strategies
Strategy Dept. A Dept. B Organization
Competitive Lose Lose LoseLose Win LoseWin Lose Lose
Cooperative Win- Win- Win
Ineffective Techniques forDealing with Conflict
Nonaction - doing nothing in hopes that a conflict will disappear
Secrecy - attempting to hide a conflict or an issue that has the potential to create conflict
Administrative orbiting - delaying action on a conflict by buying time
Due process nonaction - a procedure set up to address conflicts that is so costly, time-consuming, or personally risky that no one will use it
Character assassination - an attempt to label or discredit an opponent
Effective Techniques forDealing with Conflict
Subordinate GoalsSubordinate Goals
ConfrontingConfronting&&
NegotiatingNegotiating
Expanding Expanding ResourcesResources
Changing Changing StructureStructure
Changing Changing PersonnelPersonnel
ConflictConflictX
Dimensions of Conflict-Handling Intentions
Ass
erti
vene
ss
Cooperativeness
Una
sser
tive
Ass
erti
ve
Uncooperative Cooperative
Competing Collaborating
Compromising
AvoidingAccommodating
Conflict Management Styles
Avoiding - deliberate decision to take no action on a conflict or to stay out of a conflict
Accommodating - concern that the other party’s goals be met but relatively unconcerned with getting own way
Competing - satisfying own interests; willing to do so at other party’s expense
Compromising - each party gives up something to reach a solution
Collaborating - arriving at a solution agreeable to all through open & thorough discussion
Avoidance Is Appropriate When...
You have no chance of satisfying your concerns
let people cool down
Accommodation Is Appropriate When ...
You realize you are wrong Issue is much more important to
other party To build up credit for later
negotiations To preserve harmony
Competition Is Appropriate When...
No long term relationship To protect yourself against untrustworthy
parties Unpopular courses of action need
implementation Issues are vital to your welfare
Collaboration Is Appropriate When ...
Both parties’ concerns are too important to be compromised
To gain commitment Time is not an issue
Compromising Is Appropriate When ...
Goals are less important to you than collaboration
Mutually exclusive goals To achieve temporary settlements Under intense time pressure
Summary and Implications for Managers
Conflict can be either constructive or destructive to the functioning of a group.
An optimal level of conflict: prevents stagnation. stimulates creativity. releases tension. and initiates the seeds for change.
Summary and Implications for Managers
Inadequate or excessive levels of conflict can hinder group effectiveness.
Don’t assume there's one conflict-handling intention that is always best. Use competition when quick, decisive action is vital. Use collaboration to find an integrative solution. Use avoidance when an issue is trivial. Use accommodation when you find you’re wrong. Use compromise when goals are important.
Negotiation
Negotiation - a joint process of finding a mutually acceptable solution to a complex conflict
Useful under these conditions Two or more parties Conflict of interest between the parties Parties are willing to negotiate Parties prefer to work together rather than to fight
openly, give in, break off contact, or take the dispute to a higher authority
Negotiation
An exchange relationship between two parties where it is determined what will be exchanged and the rate of exchange.
NET OUTCOMES: Benefits minus costs (hassles, stress and what you have to give up).
ASPIRATIONS: What each party reasonable expects to get out of the negotiation.
BEST ALTERNATIVE TO A NEGOTIATED AGREEMENT (BATNA): If you walked away from the negotiation, the worst that could happen to you.
The Negotiation Process
__ Seller’s BATNA
__ Seller’s Net Outcomes
__ Seller’s Comparison Level (Aspiration)
__ Buyer’s Net Outcomes
__ Buyer’s Comparison Level (Aspiration)
__ Buyer’s BATNA
Seller
Aspiration: To make a sale of $1.50 per unit
Comparison Level: She can sell to another client for $1.00 per unit
Buyer
Aspiration: To pay $.80 per unit BATNA: She can buy them from another
seller at $1.60 per unit.
The Negotiation Process
__ Buyer’s BATNA ($1.60)
__ Seller’s Net Outcomes
__ Seller’s Comparison Level/Aspiration ($1.50)
__ Buyer’s Net Outcomes
__ Buyer’s Comparison Level/Aspiration ($.80)
__ Seller’s BATNA ($1.00)
Will we Negotiate?
The bargaining range will fall between the salesperson’s and the purchaser’s limits. In this case there is overlap. If there is no overlap, then the negotiation will not be successfully concluded.
How do you know when you start if there is any overlap?
Distributive Bargaining
Fixed Pie Mentality We normally frame as Distributive, leads
to bargaining over issues. We like to cut to the chase We like to ignore the interpersonal
Maximizing Joint Outcomes
Instead of bargaining over each individual issue, try to bargain in ‘packages’
Each issue does not carry the same level of importance to all
Give concessions of things that are not important to you, but are important to the other
Joint Outcomes
We almost never get maximized joint outcomes by bargaining sequentially (now this issue, now that issue)
It’s hard to calculate the importance of issues for ourselves, and others
When we view the ‘other’ as the ‘opponent’ all of a sudden every issue seems important
So, we are not honest about our issues
Linking Issues
Find ways to link issues (what’s important to me with what’s not important to me but IS important to the opponent)
Is the Process Complex?
People tend to see negotiation as complex, and see it as undefined CHAOS We try to package simply Or tend to separate each issue
The Best Way to Negotiate
Cognitively figure out packages (Planning) Come up with 4-5 items that I give that the
other wants And where the other gives that I want Get some momentum by getting some up
front agreements Try not to maximize EACH ISSUE but
maximize the ENTIRE PACKAGE
Planning
Yes, negotiation requires planning and patience
Know issues to keep in mind Know the levels of each issue Know the value of each issue Get the other guy to agree on issues (find
a way of thinking about same issues)
Do’s and Don’ts
Do develop more than 1 alternative, actually enough so you are ambivalent to current alternative
Do negotiate over as little as possible Don’t negotiate with friends
2 Negotiating Approaches
Integrative Negotiation -Integrative Negotiation -focuses on the meritsfocuses on the meritsof the issues & seeksof the issues & seeks
a win-win solutiona win-win solution
Distributive Bargaining -Distributive Bargaining -the goals of the parties the goals of the parties are in conflict, are in conflict, & each party seeks& each party seeksto maximize its resourcesto maximize its resources
What Makes Integrative Negotiation Different?
A focus on Commonalities (Frames) An attempt to address needs and interests
(Covey) Commitment to meeting the needs of all parties Exchange of information and ideas Invention of options for mutual gain Objective criteria for standards of performance
5 Dimensions of Win/Win
Character Integrity Maturity – the balance between courage and
consideration Abundance Mentality
Relationships Agreements Supportive Systems Processes
Processes
1. See the problem from the other point of view.
2. Identify the key issues and concerns. 3. Determine what results would constitute
a fully acceptable solution. 4. Identify possible new options to achieve
those results.
Seek First to Understand
Empathic Listening Mimic Content Rephrase Content Reflect Feeling Rephrase Content and Reflect Feeling
Autobiographical Responses
Evaluate – agree or disagree Probe – ask questions from our own frame
of reference Advise – give counsel based on our own
experience Interpret – try to figure people out based
on our own motives and behavior
Issues in Negotiation
Personality Traits Gender Differences Cultural Differences Third-Party Negotiations
Mediators Arbitrators Conciliators Consultants
3 Organization Views of Conflict
Belittledifferences
Blame
Seekwin-losesituation
Suspect
Valuediversity
Empower
Seekmutualbenefit
TakeStock
Evadedifferences
Withdraw
ReducerisksDespair
Competitiveconflict
Avoidance ofconflict
Positiveconflict
D. Tjosvold, The Conflict-Positive Organization. 1991 (pages 41/42). Copyright© 1991 by Addison-Wesley Publishing Company Inc. Reprinted by permission of Addison Wesley Longman.