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
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
character assissination
label or discredit an opponent
status inconsistencies
strong diff. between what managers and nonmanagers get can start conflict
Causes of Conflict in Organizations
structural factors personal factors
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
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
secrecy
attempting to hide a conflict or an issue that has the potential to create conflict
authority relationships
boss-employee/hierarchies can start conflict
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
secrecy
hide conflict/issue
jurisdictional ambiguity
the presence of unclear lines of responsibility within an organization
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
causes of conflict=
1) structural 2)personal factors
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
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
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
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
non action
doing nothing/hoping conflict will disappear
specialization
jobs are highly specialized and employees become experts so when people have little awareness of tasks others perform, it can start conflict
Ineffective Techniques for Dealing with Conflict
non action secrecy administrative orbiting due process nonaction character assissination
role incumbent
person occupying the role
role senders
person who place the expectations on person
Consequences of Conflict
positive consequences negative consequences
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 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