Conflict and Negotiation in the Workplace

8/3/2019 Conflict and Negotiation in the Workplace

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C H A P T E R:C H A P T E R: T H I R T E E NT H I R T E E N

Conflict and

Negotiationin the Workplace

Conflict and



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Calgary Herald/Janelle Schneider

Conflict at TELUS

Its advertisements say the

future is friendly, but TELUS

management and union

leaders have been feudingever since TELUS merged

with BC Telecom to become

Canadas second largest

telecommunicationscompany.


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Conflict Defined

The process in which

one party perceives

that its interests arebeing opposed or

negatively affected by

another party.

Calgary Herald/Janelle Schneider


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The Conflict Process

Sources ofSources of

ConflictConflict

ManifestManifest

ConflictConflict

ConflictConflict

OutcomesOutcomes

Conflict

Perceptions

Conflict

Emotions

Conflict

Escalation Cycle


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Organizational Conflict Outcomes

Potential benefits

Improves decision making

Strengthens team dynamics

Dysfunctional outcomes

Diverts energy and resources

Weakens knowledge management

Increases frustration, job dissatisfaction,

stress, turnover and absenteeism


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Task vs Socioemotional Conflict

Constructive (task-related) conflict Conflict is aimed at issue, not parties

Helps recognize problems, identify solutions, and

understand the issues better Potentially healthy and valuable

Socioemotional (relationship) conflict Conflict viewed as a personal attack

Introduces perceptual biases

Distorts information processing


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Minimizing Socioemotional Conflict

Emotional intelligence Better able to regulate emotions

View others emotions as information

Cohesive team More trust and latitude

Understand other team members better

Motivated to minimize escalating conflict

Supportive team norms Appreciate honest dialogue without personal affront

Some norms might discourage displaying negativeemotions


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Conflict at Air Canada

Conflict between the Original Air

Canada pilots and former

Canadian Airlines pilots over

seniority rights has created

tension and ill-feelings. We will

not mingle with those people [Air

Canada pilots] and the feeling is

mutual, says a former Canadian

airlines pilot now working at AirCanada.

CP/Ryan Remiorz


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DifferentiationDifferentiation

TaskTask

InterdependenceInterdependence

Different values/beliefs

Explains cross-cultural andgenerational conflict

Conflict increases withinterdependence

Higher risk that parties interfere witheach other

IncompatibleIncompatible

GoalsGoals One partys goals perceived to

interfere with others goals

more

Sources of Conflict


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Ambiguous RulesAmbiguous Rules

CommunicationCommunication

ProblemsProblems

Creates uncertainty, threatens goals

Without rules, people rely on politics

Increases stereotyping

Reduces motivation to communicate

Escalates conflict when arrogant

ScarceScarce

ResourcesResources Motivates competition for the resource

Sources of Conflict (cont)


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Assertiveness

Cooperativeness

ForcingForcing ProblemProblem--SolvingSolving

CompromisingCompromising

AvoidingAvoiding YieldingYielding

High

Low High

Conflict Management Styles


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Emphasizing Superordinate Goals

Emphasizing common objectives

rather than conflicting sub-goals

Reduces goal incompatibility anddifferentiation


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Reducing Differentiation

Remove sources of different values andbeliefs

Move employees around to different jobs,departments, and regions

Other ways to reduce differentiation:Common dress code/status

Common work experiences


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Better Communication/Understanding

Employees understand and appreciate eachothers views through communication

Relates to contact hypothesis

Two warnings:

1. Apply communication/understanding afterreducing differentiation

2. A Western strategy that may conflict withvalues/traditions in other cultures


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Other Ways to Manage Conflict

Reduce Task Interdependence Dividing shared resources

Combine tasks

Use buffers

Increase Resources Duplicate resources

Clarify Rules and Procedures Clarify resource distribution

Change interdependence


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Your PositionsYour Positions

Initial Target

InitialTargetOpponents PositionsOpponents Positions

Area ofPotential

Agreement

Bargaining Zone Model

Resistance

Resistance


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Situational Influences on Negotiation

Location

Physical Setting

Time Passage and

Deadlines

Audience

Corel Corp. With permission.


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Effective NegotiatorBehaviours

Preparation and goal

setting

Gathering information

Communicating effectively

Making concessions

Corel Corp. With permission.


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Types of Third Party Intervention

MediationMediation

ArbitrationArbitration

InquisitionInquisition

Level ofProcess

Control

Level of Outcome Control

High

HighLow


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Conflict and Negotiation in the Workplace