Conflict in organizations
Functional conflict (contrastive conflict) (5)
Results in benefits to individual, team or the organization. - can bring important problems to the surface so they can be addressed. -can cause decision to be considered carefully and perhaps reconsider to ensure that the right path of action is being followed. -it can increase the amount of information used in decision making -can offer opportunities for creativity that can improve performance -effective Manager or team leader is able to stimulating constructive conflict in situations Status quo
Accommodation (smoothing)
Sometimes called or involved playing down differences among the conflicting parties and the highlighting similarities and areas of agreements -it ignored the real essence of a conflict and creates frustration
Two-party negotiations
The Manager negotiations directly with one other person
Context causes of conflict
The contest of the organizational as a complex Network of interacting subsystem is a breeding ground for conflict.
Group negotiations
The manager is part of a team or group whose members are negotiating to arrive common decisions
Intergroup negotiations
The manager is part of a team that is negotiating with another group to arrive at a decision regarding problem
Negotiation
The process of making joints decision where the parties involved have different preferences -they have work settings, where diverse arise over wage rates, task objectives, performance evaluation, job assignment, work schedule, work location and more
How team leader and members handle conflict (1)
They are direct participants, other time they act as mediator or neutral third parties to help solve conflict. - the fact is that conflict dynamics are inevitable in the workplace
Upward referral
Used the chain of command for conflict resolution, problem are moved up to the level of conflicting individual or teams for more senior Manager to address
Structural differentiation
When different teams and work units pursue different goals with different time horizons
Decoupling
When workflow conflict exist Manager can adjust the level of interdependency among teams or individual or taking action to eliminate or reduce the required contact btw conflicting parties
Authoritative command
Where by a formal authority such as Manager or team leader simply dictated a solution and specific what is gained and what is lost by whom
Competition
Which one party achieved a victory through force, superior skill, or domination
Win-lose strategy
Win-lose conflict is one party achieved its desired at the expense and to the register exclusion of the other party desires -have high-assertiveness and low-cooperativeness -fail to addressing the root of cause of the conflict
Win-win strategy
Win-win conflict is achieved by a blend of both high cooperativeness and high assertiveness
Interorganizational conflict (2)
is most commonly thought of in terms of the rivalry that characterized firms operating in the same markets -Example: is business competition btw U.S multinational and their global rivals ( ford versus Hyundai's, at&t vs vodaphone, Boeing vs airbus) -other common example include disagreement between unions and the organization employing their members, between government regulatory agencies and the organization subject not their surveillance, between organizations and their suppliers and between organizations and outside activists group
Arbitration
such as salary arbitration now common in professional sport, third neutral act as a judge)
Mediation
(the neutral third party tried to engage the parties in a negotiation solution through persuasion and rational arguments) not able to dictate a solution
Example of emotional conflict (clash of personalities) (3)
- "i cant stand working with him"or "she always rubs me the wrong way" or " i wouldn't do what he asked if you begged me?" -they can drain energies and distract people from task priorities and goals -they emerged in a wide variety of setting and are common in teams, among co-workers, and in superior subordinate relationships
Stage of conflict, the potential causes of conflict, and indirect and direct approaches (4)
-Antecedent condition (set the conditions) -Perceived conflict (substantive of emotional diff) -Felt conflict (tension creates motivation to act) -Manifest conflict (address by conflict resolution)
Three types of intrapersonal conflict (3)
-Approach-approach conflict -Avoidance-avoidance conflict -approach-avoidance conflict
Win-win (1) set
-Collaboration and problem solving
Two primary which it is implemented
-arbitration -mediation
Lose-lose conflict (3) set
-avoidance -accommodation -compromise
Linking-pin
Are expected to understand the operation, members, need, and norm of their team - they supposed to used this knowledge to help the team work better with other in order to accomplish mutual task
Relationships goals
Deal with the outcome that relate to how well ppl involved in the negotiations and any constituency that may represent are able to work with one another
Conflict antecedent
Establish the conditions from which conflict are likely to emerge
Power or value asymmetries
I'm work relationships can also conflict, they exit when interdependent people or teams differ substantially from one another in status and influence or in values - example when a low ppl power person needs help of a high power person who does not respond, when ppl who hold dramatically different values are forced to work together on a task or when a high status person is required to interact with and perhaps be dependent on someone of lower status
Line-staff conflict
Involved disagreement between line and staff personnel over who has authority and control over decision on matter such as budget, technologies, Human Resources practice
Collaboration and problem solving
Involved recognition by all conflicting parties that something is wrong and need attention. It gather stress and evaluating information in solving disputes and making choices
Manifest conflict
Is express openly in behavior
Bargaining zone
Is the range between one party's minimum reservations point and the other party maximum reservations point -if positive it's unfold
Indirect management strategies
It can reduce interdependence, appeal to common goals, hierarchical referrals and alternations in the use of mythology and script to deal with the conflict situation
Felt conflict
It is experience as tension that motivates the person to take action to reduce feeling of discomfort
Vertical conflict
Occurs between levels and commonly involved supervisor subordinate and team leader-team member disagreement over resources, goals, deadlines, or performance results
Horizontal conflict (1)
Occurs between person or group working at the same organizational level. -Commonly arise from goal incompatibility, resource scarcities or purely interpersonal factor
intergroup conflict
Occurs between teams, perhaps ones competing for scarce resources or rewards or ones whose members have emotional problems with one another.
Interpersonal conflict
Occurs between two or more individuals who are in opposition to one another. It may be substantive, emotional, or both -
Compromise
Occurs when each party shows moderate assertiveness and cooperation and is ultimately willing to give up something of value to the order
Win-lose (2)set
-competition -authoritative command
Conflict resolution
A situation in which the underlying reasons for dysfunctional conflict are eliminated can be elusive.
Culture and conflict
-Culture and cultural differences must be considered for their conflict potential -sensitivity across cultures can often tap performance advantage of both diversity and constructive conflict
Common negotiations pitfalls (5)
-Fixed pie myth (purely distributive approach to negotiations) -Escalating commitment (is high when negotiations begin with parties stating extreme demands) -Over confidence ( that their position are the only correct ones) -Too much telling (the parties don't really tlk to each other, at least not in the sense of making them truly understood) -Too little listening (hearing problems)- the parties unable or willing expectations are listen well enough to understand what the other saying
Three attitudinal foundation
-Willingness to trust ( party must negotiation) because ethics maintains relationships are important -willingness to share ( share information with other party) -willingness to ask concrete questions (must show)
Test for collaboration and problem solving (3)
-achieve each party goals -acceptable to both parties -establish a process whereby all parties involved see a responsibility to be open and honest about fact n feeling
Stages of conflict (6)
-conflict antecedent -perceived conflict -felt conflict -manifest conflict -conflict resolution -conflict suppression
Five direct conflict management strategies
-cooperative -cooperativeness -uncooperative -unassertive -assertive
Two broad n negotiations strategies differ markedly
-distributive negotiations -integrative negotiations
Two faces of conflict (2)
-functional conflict -dysfunctional conflict
Four Levels of conflict (4)
-interpersonal level conflict -intrapersonal level conflict -intergroup level conflict -interorganizational levels conflict
Three criteria for effective negotiations
-quality of outcome (negotiation results in quality agreements that is wise and satisfaction to all side -harmony in relationships (negotiations in harmony and foster rather than inhibits good interpersonal relationships -efficiency-negotiation in efficiency no more time consuming or costly than absolute necessary
Two important goal negotiations that in stake
-substance goals -relationship goals
Two basic type of conflict in teams at work or Personal live(2)
-substantive -emotional ....both types are common, ever present and challenging.
Five type of context causes
-task and workflow interdependency -structural differentiation -domain ambiguity -resources scarcity -power or value asymmetries
Four major action setting for negotiations
-two-party negotiations -group negotiations -inter group negotiations -constituency negotiations
Four Hierarchical (4)
-vertical conflict -horizontal conflict -line-staff conflict -role ambiguity conflict
Example of substantive conflict (1)
A dispute with ones boss or other team members over a plan of action to be followed, such as the marketing strategy for a new product. - at time people will disagree over such things as team and organizational goals, the allocation of resources, the distribution of reward, policies and procedures and task assignment.
Alternative dispute resolution
A neutral third party work with persons involved in a negotiations to help them resolve impasses and settle disputes
Appeal to common goals
Can focus the attention of conflicting individual and the team on one mutually desirable conclusion
Resources scarcity
Can foster destructive conflict, relationships more likely to suffer as individuals or team try to position themselves to gain or retain maximum share of a limited resources pool -they also likely to resist having their resources redistribution to other
True conflict can happen occur on what
Can occur only when a conflict is dealt with through a solution that allows all conflicting parties to win it direct a pursue to lose to lose and win to lose outcomes
Task and workflow interdependence
Cause disputes and open disagreement among people and teams who are required to cooperate to met challenges goal -must rely on or ask for contributions from one or more other to achieve it goal
Constituency negotiations
Each party represents a broader constituency for example representatives of management and labor negotiations a collective bargaining agreement
Substance goals
Deal with the outcome that relate to the consent issues under negotiations
distributive negotiation
Focuses on position stakes out or declared by conflicting parties each parties try to claim a portion
integrative negotiation (principled negotiations)
Focuses on the merits of the issues, less confrontational than distributive negotiation.Allows a broader range of alternative solutions to be considered. (Win-win)
Approaches to distributive negotiations two direction
Hard distributive negotiations-takes place when each party hold out to get it on its own way -may lead to win-lose outcomes Soft distributive negotiations-take place when ones party or both make concessions just to get things over with -lose-lose (meet desire)
Altering scripts and myths
In some situations conflicts is superficial Managed by scripts or behavior routine that are part of the organization culture. They vent to their frustration and recognize that they mutually dependent
Emotional conflict
Involves interpersonal difficulties that arise over feeling of anger, mistrust, dislike, fear, resentment, and the like
Substantive conflict
Is a fundamental disagreement over ends or goals to be pursued and the means for their accomplishments.
Intrapersonal conflict
Is a tension experience within the individual due to actual or perceived pressure from incompatible goals or expectations.
Buffering
Is another approach that can be used when the inputs of one team are the output of another, its to build an inventory, or buffer btw the team so that any output slowdown or excess is absorbed
Avoidance
Is the extreme where no one acts assertively and everyone simply pretends the conflict doesn't exist and hope it will go away.
The nature of organizations as hierarchical systems provide what!
It provide a convenient setting for conflict as individual and teams try to work with one another.
Conflict suppression
No change in antecedent condition occurs even though the manifest conflict behavior may b temporarily controlled -when one or both parties choose to ignore conflict in their dealings with one another -they are superficial and often temporary state that leaves the situation open to future conflict over similar issues
Role ambiguity conflict
Occur when the communication of task expectations is unclear or upsetting in some way such as a team members receive different expectations from leaders
avoidance-avoidance conflict (1)
Occurs when a person must choose between two negative and equally unattractive alternative. -example is being asked either to accept a job transfer to another town in an undesirable location or to have employees terminated
approach-approach conflict (1)
Occurs when a person must choose between two positions and equally attractive alternative. -Example is when someone has to choose between a valued promotion in the organization or desirable new job with another firm
Approach-avoidance conflict (1)
Occurs when a person must decide to do something that has both positive and negative consequences. -example is being offered a higher-paying job with responsibilities that make unwanted demands on ones personal time
Lose-lose strategy
Occurs when nobody really get what he or she want in a conflict situation - the underlying reason for the conflict remain unaffected and similar conflict likely to occur in the future.
Effective negotiations
Occurs when substance issues are resolved and working relationships are maintained or even improved
Conflict
Occurs whenever disagreements exist in a social situation over issues of subtance or whenever emotional antagonism create frictions between individuals or groups
Conflict resolution (conflict aftermath)
Stages removing or correcting the antecedent results
Domain ambiguity (3)
When individuals or teams lack adequate task directions or goals and misunderstand such as thing as customer jurisdiction or scope of authority -research & development(emphasis-product quality and longtime horizon) -manufacturing teams(emphasize-cost efficiency and short time horizon) -marketing team(emphasis- customer need and short time horizon)
Perceived conflict
When the antecedent condition becomes the basis for substantive or emotional differences between people or groups
Example of destructive emotional conflict (1)
When two members are unable to work together because of interpersonal differences - it can decrease performance and job satisfaction as well as contribute to absence and job turnover
Dysfunctional conflict (destructive conflict) (1)
Works to the disadvantage of an individual or teams - it diverts energies, hurts group cohesion, promote interpersonal hostilities and create and overall negative environment for workers
Example of destructive substantive conflict
when members of a work unit fail to act because they cannot agree on task goal
Ethical aspects of negotiations
• The motivation to behave ethically in negotiations is put to the test by each party's desire to "get more" than the other from the negotiation and/or by a belief that there are insufficient resources to satisfy all parties.
