Chapter 10 Managing Conflict & Negotiations

Describe Intergroup Conflict

•Conflict states •Conflict process

Reasons to avoid conflict

•Fear of rejection, harm, damage to or loss of relationships, desire to avoid saying the wrong thing

Reasons why conflict may arise

•Interdependencies •Incompatibilities •Overlapping or unclear boundaries •Competition over limited resources •Unreasonable or unclear organizational polices Organizational complexity

How is Work-Family Interaction Evolving

•More dual-earner couples in the workplace •Increase in single working parents •Traditional gender roles are being challenged

Describe Personality Conflicts

•Relational or interpersonal: based on personal dislike or disagreement •Particularly harmful •Critically important to identify and remedy these conflicts

When does conflict escalate

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

Conflict Resolution

•Work to eliminate specific negative interactions.

How to avoid conflict

Use descriptive language rather than offensive language

Balance requires

flexibility - flex space - flex time

When does work-family conflict occur

- lack of support - when work and home become ambiguous

What are the desirable outcomes that emerge from managing conflict?

Agreement Stronger Relationships Learning

Where does work-family balance begin

At home

Is avoiding conflict good or bad

Both

Can have both positive and negative outcomes

Conflict

May be either functional or dysfunctional

Conflict

Occurs when one party perceives that its interests are being opposed or negatively affected by another part.

Conflict

Approaches to Intergroup Conflict

Contact Hypothesis Conflict Resolution Psychologically safe climate

Work-family conflict

Incompatibles and pressures of work and family roles.

What is typically the central aspect of life

Work •Family lives also come with demands, stressors, and are often more intimate and personal.

What is the importance of Contact Hypothesis

Quality contact matters from the in-group's perspective

Contact Hypothesis

The more members of different groups interact, the less intergroup conflict they will experience

Psychologically safe climate

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