chapter 13- conflict and negotiation

character assassination

an attempt to label or discredit an opponent

Effective Techniques for Dealing with Conflict

-superordinate goal- org becomes more important than parties concerns -expanding resources- more resources if it's the solution -charging personnel-transferring/firing could be best -changing structure- create an integrator role or cross functional teams -confronting and negotiating-skill/planning/open discussion

causes of conflict=

1) structural 2)personal factors

superordinate goal

an organizational goal that is more important to both parties in a conflict then their individual or group goals

dysfunctional conflict

an unhealthy, destructive disagreement between two or more people

intergroup conflict

conflict that occurs between groups or teams in an organization

interpersonal conflict

conflict that occurs between two or more individuals

interorganizational conflict

conflict that occurs between two or more organizations

person-role conflict

conflict that occurs when an individual in a particular role is expected to perform behaviors that clash with his or her personal values

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

intrapersonal conflict

conflict that occurs within an individual

intragroup conflict

conflict that occurs within groups or teams

specialization

jobs are highly specialized and employees become experts so when people have little awareness of tasks others perform, it can start conflict

character assissination

label or discredit an opponent

role incumbent

person occupying the role

role senders

person who place the expectations on person

Consequences of Conflict

positive consequences negative consequences

status inconsistencies

strong diff. between what managers and nonmanagers get can start conflict

Causes of Conflict in Organizations

structural factors personal factors

Compromise Defense Mechanisms

-Compensation: Attempting to make up for a negative situation by devoting oneself to another pursuit with increased vigor -Identification: Patterning one's behavior after another's -Rationalization: Trying to justify one's behavior by constructing bogus reasons for it

Conflicts

-Disagreement between two or more parties due to incompatible goals, attitudes, emotions, or behaviors -Magnified by increasing competition, globalization, and diversity

Resolving Intrapersonal Conflicts

-Find out about the values of the organization when seeking a new job -Perform role analysis to clarify the expectations of the parties in a relationship -Reduces the potential for conflict within a role or between roles -Understand power networks in organizations -Recognize defense mechanisms exhibited by individuals -Develop strategies to deal with difficult people

Aggressive Defense Mechanisms

-Fixation: Keeping up a dysfunctional behavior that obviously will not solve the conflict -Displacement: Directing one's anger toward someone who is not the source of the conflict -Negativism: Responding with pessimism to any attempt at solving a problem

Withdrawal Defense Mechanisms

-Flight: Physically escaping a conflict -Withdrawal: Psychologically escaping a conflict -Conversion: Emotional conflicts are expressed in physical symptoms -Fantasy: Provides an escape from a conflict through daydreaming

Functional conflict

-Healthy, constructive disagreement -Results in new ideas, learning, and growth among individuals -Improves working relationships -Individuals experience improved morale -Leads to innovation and positive change for the organization

Conflict Management Skills

-Major predictor of managerial success -Reflection of emotional intelligence (EI)

Dysfunctional conflict

-Unhealthy, destructive disagreement -Focuses on the conflict and the parties -Drains energy -Individuals act before thinking -Leads to aggressive acts or retaliation -Losses may exceed any potential gain from the conflict

Integrative negotiation:

Goals are not seen as mutually exclusive, but the focus is on both sides achieving their objectives

Distributive bargaining:

Goals of the parties are in conflict and each party seeks to maximize its resources

Approaches to Negotiation

Integrative negotiation distributive negotiation- Following factors should be considered Cultural difference Gender stereotypes

Forms of Group Conflict in Organizations

Interorganizational conflict Intergroup conflict Intragroup conflict

Types of Intrapersonal Conflict

Interrole conflict: Occurs when a person experiences conflict among the multiple roles in his or her life, Work-home conflict Intrarole conflict: Occurs within a single role, Arises when a person receives conflicting messages from role senders about how to perform a certain role Person-role conflict: Occurs when the expected behaviors of an individual clash with his or her personal values

Forms of Conflict in Organizations

Intrapersonal conflict: Occurs within an individual Interpersonal conflict: Occurs between two or more individuals

Diagnosing Conflict

Manager must look at the issue, the context of the conflict, and the parties involved -After diagnosing the type of conflict: Work to resolve it Stimulate it

Intergroup conflict

Occurs between groups or teams

Interorganizational conflict

Occurs between two or more organizations

Intragroup conflict

Occurs within groups or teams

emotional intelligence (EI)

Power to control one's emotions and perceive emotions in others, adapt to change, and manage adversity

displacement

an aggressive mechanism in which an individual directs his or her anger toward someone who is not the source of the conflict

fixation

an aggressive mechanism in which an individual keeps up a dysfunctional behavior that obviously will not solve the conflict

rationalization

a compromise mechanism characterized by trying to justify one's behavior by constructing bogus reasons for it

compensation

a compromise mechanism in which an individual attempts to make up for a negative situation by devoting himself or herself to another pursuit with increased vigor

identification

a compromise mechanism whereby an individual patterns his or her behavior after another's

distributive bargaining

a negotiation approach in which the goals of the parties are in conflict, and each party seeks to maximize its resources

integrative negotiation

a negotiation approach in which the parties' goals are not seen as mutually exclusive, but the focus is on both sides achieving their objectives

interrole conflict

a person's experience of conflict among the multiple roles in his or her life

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

conversion

a withdrawal mechanism in which emotional conflicts are expressed in physical symptoms

flight/withdrawal

a withdrawal mechanism that entails physically escaping (flight) or psychologically escaping (withdrawal) a conflict

fantasy

a withdrawal mechanism that provides an escape from a conflict through daydreaming

due process nonaction

address conflicts that are timely and not do anything about it

negativism

an aggressive mechanism in which a person responds with pessimism to any attempt at solving a problem

secrecy

attempting to hide a conflict or an issue that has the potential to create conflict

authority relationships

boss-employee/hierarchies can start conflict

conflict management styles

compromising- each party gives up something (intermediate assertiveness and cooperativeness) avoiding- no action/stay out of conflict (low assertiveness and cooperativeness) accommodating- concerned w/ other party more than self (low assertiveness/ high cooperativeness) competing- satisfy own interests at others expense (high assertiveness/ low cooperativeness) collaborating- win/win, high assert/high coop

administrative orbiting

delaying action on a conflict by buying time

interdependence

depending on other people for tasks/to get work done it can start conflict

nonaction

doing nothing in hopes that a conflict will disappear

non action

doing nothing/hoping conflict will disappear

secrecy

hide conflict/issue

Ineffective Techniques for Dealing with Conflict

non action secrecy administrative orbiting due process nonaction character assissination

role=

set of expectations placed on individuals

personal factors

skills/abilities personalities perception values/ethics emotions communication barriers cultural differences

structural factors

specialization interdependence common resources goal differences authority relationships status inconsistencies jurisdictional ambiguities

jurisdictional ambiguity

the presence of unclear lines of responsibility within an organization

jurisdictional ambiguities

unclear lines of responsibility of employees can cause conflict

common resources

when multiple parties share same resources it can start conflict

goal differences

when work groups have different goals it can start conflicts