202 Chapter 10 - Conflict and Negotiation in the Workplace

ambiguous rules

- creates uncertainty, threatens goals - encourages political behavior

differentiation

- different values/ beliefs - explains cross-cultural, generation, merger conflict

three conditions that minimize relationship conflict during task conflict

- emotional intelligence/ emotional stability - team cohesion - supportive team norms

interdependence

- increases conflict - parties are more likely to interfere with each other - reciprocal interdependence causes the most amount of conflict because there are more people (interdependence) involved

communication problems

- stereotyping when few chances to communicate - conflict reduces motivation to communicate - poor communication skills escalate conflict (arrogant language)

improve communication and understanding

Communicate to improve mutual understanding Warning: Apply communication and understanding after reducing differentiation

inquisition

Controls all discussion by determining how to resolve the conflict and choosing which information to examine and how to examine it, as well as how the conflict resolution process will be handled. high level of process control, high level of decision control

emphasize superordinate goals

Emphasize common objective not conflicting sub-goals Reduces goal incompatibility and differentiation

arbitration

Follow previously agreed upon rules of due process, listen to arguments, and make a binding decision. low level of process control, high level of decision control

skills to effectively create value

Gather information Discover priorities through offers and concessions Build the relationship (trustworthiness)

mediation

Manage the process and context of the interaction between the disputing parties, but the parties decide on resolution. high level of process control, low level of decision control

skills to effectively claim value

Prepare and set goals Know your BATNA (best alternative to a negotiated agreement - understand what outcome you might achieve through some other means, e.g., negotiating with someone else) --- (plan B) Manage time Manage first offers and concessions

reduce differentiation

Reduce differences in values, attitudes, and experiences e.g. Move employees around to different jobs

claim value

aiming for the best possible outcomes for yourself and your constituents. Negotiators work to claim the largest share of the disputed goods. - They must engage in hard bargaining, (i.e., they must "start high, concede slowly, exaggerate the value of concessions, minimize the benefits of the other's concessions, conceal information, argue forcefully on behalf of principles that imply favorable settlements, make commitments to accept only highly favorable agreements, and be willing to outwait the other fellow).

positive outcomes of conflict

better decisions.. - fuller debate of decision choices - decision assumptions are questioned - potentially generates more creative ideas improves responsiveness to external environment increases team cohesion (conflict with other teams)

reduce interdependence

create buffers use integrators combine jobs

structural approaches to conflict management

emphasize superordinate goals reduce differentiation improve communication and understanding reduce interdependence increase resources clarify rules and procedures

clarify rules and procedures

establish rules and procedures clarify roles and responsiblities

relationship conflict

focus on personal characteristics (not issues) as the source of conflict try to undermine each other's worth/competence accompanied by strong negative emotions

minimizing relationship conflict

goal: ideally, we want to encourage task conflict, minimize relationship conflict, but... problem: relationship conflict often develops when engaging in task conflict

problem solving

high assertiveness, high cooperativeness best when: - interests are not perfectly opposing - parties have trust/openness - issues are complex problem: other party may use information to its advantage

forcing

high assertiveness, low cooperativeness best when: - you have a deep conviction about your position - quick resolution is required - other party would take advantage of cooperation problem: relationship conflict, long-term relations

structural sources of conflict

incompatible goals differentiation interdependence scarce resources ambiguous rules communication problems

increase resources

increase amount of resources available

choosing the best 3rd party strategy

inquisition: Managers prefer, but not usually best approach (may not solve the problem, employees might feel like their voice isn't heard/ignored) mediation: Potentially offers highest satisfaction with process and outcomes arbitration: use when mediation fails

situational influences on negotiations

location: easier to negotiate on your own turf physical setting: seating arrangements, etc. audience: negotiators are more competitive, make fewer concessions when audience is watching

third party intervention model

look at slide 17 level of process control: the idea of who controls how we come together to discuss/resolve the conflict level of decision control: who is deciding on how to solve the conflict, the parties or the third party

negotiation bargaining zone

look at slide 20 The bargaining zone model implies that parties compete against one another to reach their target point; yet a successful negotiation is a combination of competition and cooperation. as a result, negotiators aim to claim value and create value.

the conflict process

look at slide 5 Start with Sources of conflict (incompatible goals, differentiation, interdependence, scarce resources, ambiguous rules, poor communication), based on your mental models you started to perceive what is happening and what conflict/feelings are at the root. Conflict escalates, but has not yet materialized. Conflict perceptions and emotions are present. Once it materializes it becomes manifest conflict (ways people deal with conflict - conflict handling style, decisions, overt behaviors). Positive (better decisions, responsive firm, team cohesion) or negative outcomes (lower performance, more stress/turnover, less coordination, more politics, less team cohesion) occur based on what the conflict is

five conflict handling styles

look at slide 8 handling styles are dependent on assertiveness and cooperativeness assertiveness: motivation to satisfy one's own interests cooperativeness: motivation to satisfy other party's interests

yielding

low assertiveness, high cooperativeness best when: - other party has much more power - issue is much less important to you than other party - value/logic of your position is imperfect problems: increases other's expectations; imperfect solution

avoiding

low assertiveness, low cooperativeness best when: - conflict is emotionally-charged (relationship conflict) - conflict resolution cost is higher than its benefit problem: doesn't resolve conflict; causes frustration

Negative outcomes of conflict

lower performance higher stress, dissatisfaction, turnover less information sharing, coordination more organizational politics wasted resources weakens team cohesion (when conflict is within team)

compromising

medium assertiveness and cooperativeness best when: - parties have equal power - quick solution is required - parties lack trust/openness problem: sub-optimal solution where mutual gains are possible

scarce resource

motivates competition for the resource

negotiation

occurs when two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence people negotiate when they think that discussion can produce a more satisfactory arrangement int heir exchange of goos or services bargaining zone model, claiming and creating value

incompatible goals

one party's goals perceived to interfere with other's goals

task (constructive) conflict

parties focus on the issue, respect people with other points of view try to understand logic/assumptions of each position

choosing conflict handling style (how we manage conflict)

the best style depends on the situation people usually gravitate toward one or two conflict handling styles that match their: personality, personal and cultural values, past experiences

create value

use problem solving to help both parties reach the best outcomes. Negotiators work to increase the available resources, to find a "win-win", where all parties benefit. - They share information, communication clearly, maintain a cooperative attitude and focus on developing common interests.