Chapter 10: Managing Conflict and Negotiations

Conflicts may arise due to

-Interdependencies -Incompatibilities -Overlapping or unclear boundaries -Competition over limited resources -Unreasonable or unclear organizational policies -Organizational complexity

Integrating style

-High concern for others -High concern for self

Obliging style

-High concern for others -Low concern for self

Use emotions to your advantage

-Identify your ideal emotions: March your emotions to your objectives -Manage your emotions: Take steps to promote positive emotions -Know your hot buttons -Keep your balance: know when to break or redirect -Identify your take-away emotions: set a goal for emotions

Psychologically climate

-A shared belief held by team members that the team -Is a safe place for interpersonal risk taking -Capture a sense of confidence that the team will not embarrass, reject, or punish someone for speaking up

By managing conflict, a number of desirable outcomes can emerge

-Agreement -Stronger relationships -Learning

Incivility

-Any form of socially harmful behavior -Aggression -Interpersonal deviance -Social undermining -Interactional justice -Harassment -Abusive supervision -Bullying

Foster a psychologically safe climate by

-Assuring leaders are inclusive and accessible -Hiring and developing employees who are comfortable expressing their own ideas and are receptive to those expressed by others -Celebrating and reinforcing the value of difference between group members and their ideas

Avoidance of conflict

-Can occur for myriad reasons- good and bad -Fear of rejection, harm, damage to or loss of relationships, desire to avoid saying the wrong thing

Intergroup conflict

-Conflict states -Conflict process -Cohesion and "in-group thinking"

Programmed conflict

-Conflict that raises different opinions regardless of the personal feelings of the managers -Gets contributors to either defend or criticize ideas based on relevant facts than personal preference or political interest

Best Anti-Bulling strategies

-Developing a workplace bullying policy -Encourage open and respectful communication -Develop clear procedures -Identify and model appropriate behaviors -System for reporting bullying -Identify and resolve conflicts quickly and fairly-avoid escalation -Determine the situations, policies, and behavior likely to cause or allow bullying to occur -Provide training to employees regarding how to manage conflict -Clear consequences for engaging in bullying -Monitor and review employee relationships with particular attention to fairness

Programmed conflict techniques

-Devil's advocacy -Dialectic method -Important to use to actively stimulate functional conflict when necessary, such as when the risk of blind conformity or groupthink is high

Bullying

-Different from other forms of incivility -Most often evident to others -Affects even those that are not bullied -Has group-level implications

Forms of ADR

-Facilitation -Conciliation -Peer review -Ombudsman -Mediation -Arbitration

Considerations when choosing a negotiation approach

-Know who you are -Manage outcome expectations -Consider the other person's outcome -Adhere to standards of justice -Remember your reputation

Dominating style

-Low concern for others -High concern for self

Avoiding style

-Low concern for others -Low concern for self

Conflict

-Occurs when one party perceives that its interests are being opposed or negatively affected by another part -It is inevitable and may be cultivated -It can have both positive and negative outcomes -Organizations can have too much or too little conflict -It may be either functional or dysfunctional

Personality conflicts

-Relationship or interpersonal based on personal dislike or disagreement -Partially harmful -Critically important to identify and remedy these conflicts

Benefits of ADR

-Speed -Lower cost -Confidentiality -Potential for win-win resolution

Escalation of conflict when

-Tactics change -Number of issues grows -Issues move from specific to general -Number of parties grow -Goals change

Contact hypothesis

-The more members of different groups interact, the less intergroup conflict they will experience -Quality contact matters from the in-group's perspective

Ethics in negotiations

-The success of negotiations is influenced by the quality of information exchanged -Telling lies, hiding key facts, and engaging in other potentially unethical tactics erodes trust and goodwill

Conflict resolution

-Work to eliminate specific negative interactions -Conduct team building -Encourage and facilitate friendships via social events -Foster positive attitudes (e.g. empathy and compassion) -Avoid or neutralize negative gossip resolution -Be a role model

Importance of balance to reducing conflict

-Work-family balance begins at home -An employer's family-supportive philosophy is more important then specific programs -Balance requires flexibility -Importance of work-life balance varies across generations

Devil's advocacy

Assigning someone the role of critic

Dialectic method

Fostering a structured debate of opposing viewpoints

Negotiations

May be thought of as a give-and-take decision-making process involving two or more parties with different preferences

Work-Family Conflict

Occurs when the demands or pressures from work and family are mutually incompatible

Alternative Dispute Resolution (ADR)

The benefit of ADR is that it uses faster, more user-friendly methods of dispute resolution, instead of traditional, adversarial approaches such as unilateral decisions making or litigation