Chapter 10- Managing Conflict and Negotiation

Obliging (smoothing)

Indicates that a persons concern from themselves is low but their concerns for others is high Gives in

Dominating (forcing)

Individual with high respect to his or her own concerns but low with respect to the concerns of others Win-loose approach

Phase three of the Negotiation Process

Information gathering

Phase four of the Negotiation Process

Information using

Types of interventions: Facilitation by the leader

Leader intervenes to resolve conflict. Leaders should ask themselves the four questions on how to resolve conflict

Substantive conflict

Occurs because people have different opinions on important issues in the organization that affect them Ex. Ad Campaign will be best

Distributive bargaining

One person gains at the expense of the other "Fixed pie" perspective Hardball tactics

Necessary conditions for integrative bargaining Both parties must be:

Open with information and candid about their concerns Sensitive to the other's needs Able to trust each other Willing to be flexible

Process conflict

People disagree on what course of action to pursue or the best way to operate even after a decision has been made Ex. Who should be assigned to each role- conflict reduces team performance

Another tactic shown to be effective is use deadline to peruse on the person you are bargaining with to make a decision faster. T/F

True

There are situation where a third party must be called in to help resolve conflict? T/F

True

When relationship conflict occur, performance and satisfaction may suffer and intervention is necessary? T/F

True

When task conflicts emerge team performance may benefit but only when the conflict is managed constructively by the leader? T/F

True

If conflict is too low, there may be a lack of constructive discussion regarding important issues that need to be addressed T/F

True, avoiding conflict is dysfunctional

Is conflict perception?

True- and perceptions don't always line up with reality. However, do influence behavior & can be changed

Task conflict and differences of opinion may improve decisions quality by forcing members to see others viewpoints and think creatively T/F

True- effective teamwork results in higher performance

leaders needs to consider the impact that national culture values may have on a persons perception of conflict and how to resolve it T/F

True- people in US adopt a more competitive (dominating) style

Prepping for Your Negotiation

What are your interests? What are theirs? How can you find out? Best Alternative To a Negotiated Agreement (BATNA) What's our BATNA? What's theirs?

Types of interventions: Mediation

when a third party neutral person is called in to resolve the conflict. mediator does not make decision, helps the parties reach an acceptable solution

TEAM CONFLICT RESOLUTION STRATEGIES

1. Focus on content of interactions not delivery style. 2. Explicitly discuss reasons behind decisions in distributing work assignments. 3. Assign work to members with relevant task expertise rather than using means such as volunteering, default, or convenience.

How Third-Party can resolve conflict:

1. Is the intervention necessary or appropriate? 2.If so, what type of intervention is most appropriate? 3. Is the manager the appropriate person to intervene? 4. If not, should the services of an independent resource person be provided? 5. If so, how might the manager make use of the resource person?

The US department of Labor reports

2 million people in the US,found violence to be leading cause of fatal injuries at work with about 1,000 workplace homicides per year Employees likely face at least 1 instance of incivility a week

Types of interventions: Peer preview

A panel of a grievance peers that hears the concern and attempts to revolve it

Avoiding (withdrawing from conflict)

A person is low on their own concerns and the concerns for others Inability to deal with conflict

Team conflict and outcomes:

All types of conflict are detrimental to member satisfaction. Moderate levels of task conflict can improve team performance.

Best Alternative To a Negotiated Agreement (BATNA)

An alternative that negotiations will accept if the negotiation reaches an impasse and they can get their ideal outcome

Resolving Conflict Across Cultures

Be a good listener. Be sensitive to the needs of others. Be cooperative, rather than overly competitive (equal with skill above). Advocate inclusive (participative) leadership. Compromise rather than dominate. Build rapport through conversations. Be compassionate and understanding. Avoid conflict by emphasizing harmony. Nurture others (develop and mentor)

Phase five of the Negotiation Process

Bidding

Integrating (problem solving)

Both parties confront the issue directly and discuss alternative courses of action Win-Win

Phase six of the Negotiation Process

Closing the deal

Affective conflict

Conflict that engenders strong emotions such as anger or disgust. May be due to personality differences or arguments

Task conflict

Disagreements about resource allocation, policies, or even interpretation of data

Phase one of the Negotiation Process

Preparation

Phase two of the Negotiation Process

Relationship building

Conflict resolution can be seen as two dimensions:

Satisfaction of own concerns in a dispute May not be concerned with the satisfaction of other party's concerns

Leadership implication: Perspective taking

The ability to see things from another person's perspective when they hold a view that conflicts with your own. Fosters empathy and more positive attributions in conflict resolution and negotiation

"Fixed pie" perspective

There is limited amount of goods to be divided up and the goal is to get the largest share

How do you solve workplace incivility and violence?

To resolve these problems leaders must know their employees and what is going on among them Help with conflict resolution

Integrative barraging

Tries to reach an agreement that satisfies all concerns -- leads to higher emotional outcomes such as satisfaction and relationship development "Expanding pie" Preferable in long-term relationships

Types of interventions: Ombudsmen

a person who hears grievances on an informal basis and attempts to resolve them

Types of interventions: Arbitration

both parties agree in advance to accept the decision and it is made by a neutral third party. This is legally binding

Unproductive (dysfunctional) organizational conflict

can harm relationships between leaders and followers and among teammates; ultimately harms performance

Relationship conflict

involves personality clashes or differences in values

Conflict

is defined as "the process that begins when one party perceives that the other has negatively affected, or is about to negatively affect, something that he or she cares about"

Productive (functional) conflict

is productive; improves performance if it aligns with the goals of the organization

Types of interventions: Alternative Dispute resolution

methods to resolve conflict that both parties agree to without involving litigation

Phase seven of the Negotiation Process

mplementing the agreement

Compromising (creating a solution that everyone can agree on)

reflects a moderate level of concerns for the self and for others give and take approach