MGMT CH 10

Intergroup Conflict

Two forms: -Conflict states -Conflict processes Too much cohesiveness can increase in-group thinking leading to challenges

All conflict is negative.

Which of the following statements about conflict is NOT true? Dysfunctional conflict threatens an organization's interests. People avoid conflict due to a fear of damaging relationships. Functional conflict can promote creative problem solving. All conflict is negative. Organizations can suffer from either too little or too much conflict.

Functional conflict

is constructive or cooperative conflict characterized by: -Consultative interactions -A focus on the issues -Mutual respect -Useful give and take

Third-Party Interventions: Alternative Dispute Resolution (ADR)

-Benefit of ADR is that it uses faster, more user-friendly methods of dispute resolution, instead of traditional, adversarial approaches such as unilateral decision-making or litigation ADR: Make Your Rivals Allies Three-step process to convert enemies into friend -Redirection -Reciprocity -Rationality

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 rather than personal preference or political interest

Personality Conflicts

-Interpersonal opposition based on personal dislike or disagreement --Sexual harassment and other forms of discrimination can grow out of personality conflicts --Critically important to identify and remedy these conflicts

How Can People not Avoid Conflict?

-Stop ignoring conflict -Act decisively to improve the outcome Make the path to resolution open and honest -Use descriptive language instead of evaluative -Make the process a team-building opportunity -Keep the upside in mind

Ethics in Negotiations

-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

Desired outcome of conflict management

-agreement -stronger relationships -learning

Factors to consider when choosing negotiation approach

-know who you are -manage outcome expectations -recognize both parties/ zone of possible agreement (ZOPA) -consider the other person's outcome -adhere to standards of justice -remember your reputation

ZOPA: Zone of Possible Agreement

-the overlap between range of values that the buyer is willing to pay and the seller finds acceptable -Positive ___ needed for a settlement that is economically rational for both sides

Escalation of conflict

1. change in tactics 2. # of issues grows 3. issues move from specific to general 4. # of parties grow 5. goals change

Negotiation

A give-and-take decision-making process involving two or more parties with different preferences

Incivility

Any form of socially harmful behavior, such as: Aggression Interpersonal deviance Social undermining Interactional justice Harassment Abusive supervision Bullying - different from other forms, most often evident to others, affects those who are not bullied, has group-level implications

The group has become too cohesive.

Carol is the manager of the Marketing Department for Bells Corporation. She observed an employee group engaging in stereotyping other groups as being all alike. What is likely happening with this group? There are personality conflicts The group has become too cohesive The group succumbed to the contact hypothesis The group views outsiders as friends Group members do not view the group as a safe place to express opinions

How to handle intergroup conflict

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 Creating a psychologically safe climate - a shared belief held by team members that the team: -Is a safe place for interpersonal risk taking -Captures a sense of confidence that the team will not embarrass, reject, or punish someone for speaking up -Assure leaders are inclusive and accessible -Hire and develop employees who are comfortable expressing their own ideas and are receptive to those expressed by others -Celebrate and reinforce the value of differences between group members and their ideas

Programed Conflict Techniques

Devil's Advocacy -Assigning Someone the Role of Critic Dialectic Method -Fostering a Structured Debate of Opposing Viewpoints

Two types of negotiation

Distributive -Win-Lose Integrative -Win-Win

Styles of Handling Conflict

Integrating (problem solving): When using an integrating style, interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution. Obliging (smoothing): If you have an obliging style, then you tend to show low concern for yourself and a great concern for others. Such people tend to minimize differences and highlight similarities to please the other party. Dominating: Those with a dominating style have a high concern for self and low concern for others, often characterized by "I win, you lose" tactics. The other party's needs are largely ignored. Avoiding: With an avoiding style, passive withdrawal from the problem and active suppression of the issue are common. Compromising: The compromising style is a give-and-take approach with a moderate concern for both self and others. Compromise is appropriate when parties have opposite goals or possess

Work-Family Conflict

Occurs when the demands or pressures from work and family are mutually incompatible Balance is the key to reducing conflict: -Work-family balance begins at home -An employer's family-supportive philosophy is more important than specific programs -Importance of work-life family balance varies across generations -Balance requires flexibility which includes: -flexspace -flextime

Send an e-mail to all employees that names the employee being bullied and demand that it stops

Pablo, the COO at Happy Travel Agency, read some posts on Facebook concerning employees who were bullied at HTA. Pablo would like to correct the situation. He should do all of the following EXCEPT: Consider what it is like to be bullied Develop a workplace bullying policy Send an e-mail to all employees that names the employee being bullied and demand that it stops Communicate the social media policy to all employees Provide training to employees in conflict resolution

Ombudsman

Scottie Pet Food Company appointed an employee who is widely respected and trusted by his coworkers to hear grievances and arrange a solution. What is this form of ADR called? Arbitration Peer review Facilitation Ombudsman Conciliation

Added Value Negotiation

The negotiating parties cooperatively develop multiple deal packages while building a productive long-term relationship by following these steps: Clarify interests Identify options Design alternative deal packages Select a deal Perfect the deal

Conflict

occurs when one party perceives that its interests are being opposed or negatively affected by another party -opportunity and journey

Dysfunctional conflict

threatens an organization's interests