Organizational behavior core concepts by kinicki chapter8

Learning Objectives• Distinguish between functional and dysfunctional conflict, and identify desirable outcomes of conflict • Define personality conflicts, and explain how they should b

Conflict and Negotiation:

Why Conflict Arises and

What to Do About It

Learning Objectives

• Distinguish between functional and

dysfunctional conflict, and identify desirable outcomes of conflict

• Define personality conflicts, and explain how

they should be managed

• Discuss ways to manage intergroup conflict, including in-group thinking and cross-cultural

Learning Objectives

• Describe methods for promoting functional

conflict and styles of handling conflict

• Identify and describe techniques for alternative dispute resolution

• Summarize basic approaches to negotiation, giving applications

A Modern View of Conflict

• Conflict

– one party perceives its interests are being opposed or set back

by another party

Functional versus Dysfunctional Conflict

Antecedents of Conflict

• Incompatible personalities or value systems

• Overlapping or unclear job boundaries

• Competition for limited resources

• Interdepartment/intergroup competition

• Inadequate communication

• Interdependent tasks

• Organizational complexity

• Collective decision making

• Decision making by consensus

• Unmet expectations

• Unresolved or suppressed conflict

Why People Avoid Conflict

• Harm

• Rejection

• Loss of relationship

• Anger

• Being seen as selfish

• Saying the wrong

thing

• Failing

• Hurting someone else

• Getting what you want

• Intimacy

The Conflict Iceberg

Desired Outcomes of Conflict

1 Agreement

2 Stronger

relationships

3 Learning

Major Forms of Conflict

• Personality conflict

• Intergroup conflict

• Cross-cultural conflict

Major Forms of Conflict

• Personality conflict

– interpersonal opposition driven by personal dislike or disagreement

How to Deal With Personality Conflicts

Handling Intergroup Conflict

• Contact hypothesis

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

• Managers should identify and root out specific negative linkages between groups

Handling Intergroup Conflict

Group members are likelier to perceive

intergroup heroes when:

1 Conflict within the group is high

2 Negative interactions occur between groups

or members of groups

3 Influential third parties engage in negative

gossip about the other group

How to Build

Cross-Cultural Relationships

• Be cooperative, rather than overly competitive

• Advocate inclusive (participative) leadership

• Be compassionate and understanding

Programming Functional Conflict

• Programmed Conflict

– encourages different opinions without protecting management’s

personal feelings

Programming Functional Conflict

Five Conflict Handling Styles

Which style for handling conflict relies on formal

authority to force compliance?

A Integrating

B Obliging

C Dominating

D Avoiding

Alternative Styles for Handling

Dysfunctional Conflict

• Integrating

– interested parties confront the issue and cooperatively identify the problem, generate and weigh alternative solutions, and select a solution

• Appropriate for complex issues plagued by

misunderstanding

Alternative Styles for Handling

Alternative Styles for Handling

Alternative Styles for Handling

Conflict Monitoring

• Read an article on Conflict monitoring

Alternative Styles for Handling

What is the process of avoiding costly lawsuits by

resolving conflicts informally or through arbitration?

A Distributive negotiation

B Integrative negotiation

C Alternative Dispute Resolution

D Added-Value Negotiation

Third Party Interventions: Alternative Dispute Resolution

• Alternative Dispute Resolution

– avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration

Alternative Dispute Resolution

Added-Value Negotiation

• Added-Value Negotiation

– cooperatively developing multiple-deal packages while building a long-term relationship

How To Negotiate Your

Pay and Benefits

1 Know the going rate

2 Don’t fudge your past compensation

3 Present cold, hard proof of your value

4 Let the other party name a figure first

5 Don’t nickel-and-dime

6 Avoid extravagant extras