CH 10

Potential disadvantages of dysfunctional conflict

- Diverts energies - Hurts group cohesion - Promotes interpersonal hostilities - Creates overall negative environment - Can decrease work productivity and job satisfaction - Can contribute to absenteeism and job turnover

Impact on performance

- Moderate Levels of conflict are constructive (functional conflict) - Too much or too little conflict is destructive (dysfunctional conflict)

Potential benefits of functional conflict

- Surfaces important problems so they can be addressed - Causes careful consideration of decisions - Causes reconsideration of decisions - Increases information available for decision making Provides opportunities for creativity

Ethical aspects of negotiation

- To maintain good working relationships, negotiators should strive for high ethical standards - Negotiators' rationalizations for questionable ethical behavior are offset by long-run negative consequences

Conflict occurs whenever

-disagreements exist in a social situation over issues of substance -emotional antagonisms cause frictions between individuals or groups

Indirect Conflict Management Strategies

1. Appeal to common goals - Focusing the attention of potentially conflicting parties on one mutually desirable conclusion

Types of Negotiation

1. Distributive Negotiation 2. Integrative Negotiation

Common pitfalls of negotiation

1. Fixed Pie Myth 2. Escalating Commitment 3. Over Confidence 4. Too much telling 5. Too little listening

Direct Conflict Management Strategies

1. Lose-Lose Strategies 2. Win-Lose Strategies 3. Win-Win Strategies

Intrapersonal conflicts

Actual or perceived pressures from incompatible goals or expectations -Approach-approach conflict -Avoidance-avoidance conflict -Approach-avoidance conflict

Collaboration and problem solving

involes recognition that something is wrong and needs attention through problem solving

Bargaining zone

range between one party's minimum reservation point and the other party's maximum reservation point - Distributive negotiation

Levels of Conflict

1.Intrapersonal conflicts 2.Interpersonal conflict 3.Intergroup conflicts 4.Interorganizational conflict

Types of conflict

1.Substantive conflict 2.Emotional conflict

Substantive conflict

A fundamental disagreement over ends or goals to be pursued and the means for their accomplishment ex. dispute with boss over a plan of action to be followed, like the marketing strategy for a new product

Mediation

A neutral third party tries to engage disputing parties in a negotiated solution through persuasion and rational argument - common approach in labor-management negotiations

Alternate Dispute Resolution

A neutral third party works with persons involved in a negotiation to help them resolve impasses and settle disputes - Arbitration - Mediation

Arbitration

A third party acts as a "judge" and has the power to issue a decision that is binding on all disputing parties

Interorganizational conflict

Commonly refers to the competition and rivalry that characterize firms operating in the same markets

Compromise

Each party gives up something of value, but neither party's desires are fully satisfied

Avoidance

Everyone simply pretends that the conflict does not really exist and hopes that it will go away

Emotional conflict

Interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like

Acommodation or smoothing

Involves playing down differences among the conflicting parties and highlighting similarities and areas of agreement - often creates frustration and resentment

Intergroup conflict

Occurs among members of different teams or groups ex. conflict between functional groups or departments, such as marketing and manufacturing,

Interpersonal conflict

Occurs between two or more individuals who are in opposition to one another ex.2 people debating each other aggressively on the merits of hiring a specific job applicant

Competition

One party achieves a victory through the use of force, superior skills, or domination

Authoritative command

Use of formal authority to dictate a solution and specify who gains what and who loses what

Win-Win conflict

achieved by a blend of both high cooperativeness and high assertiveness - Collaboration or problem solving

Lose-lose conflict

nobody gets what he or she wants -often result when there is little or no assertiveness - Avoidance - Accommodation - Compromise

Win-Lose conflict

one party achieves its desires at the expense and to the exclusion of the other party's desires - high-assertiveness and low- cooperativeness situation - future conflicts over the same issues are likely to occur - Competition - Authoritative command

Functional (or constructive) conflict

results in positive benefits to individuals, the group, or the organization

Conflict resolution

situation in which the underlying reasons for a given destructive conflict are eliminated

What is Negotiation?

the process of making joint decisions when the parties involved have different preferences

Dysfunctional Conflict

works to the groups or organizations disadvantage