Organizational behavior 4th by MShean chap013

Conflict at Microsoft• Various sources conclude that Microsoft is riddled with dysfunctional conflict that could soon hamper its ability to remain competitive.. The Conflict ProcessS

Conflict and Negotiation

Conflict at Microsoft

• Various sources conclude that

Microsoft is riddled with

dysfunctional conflict that could

soon hamper its ability to remain

competitive

• “Pretty much across the board

people are saying that Microsoft

is dysfunctional,” concludes one

industry analyst “They are not

cooperating across business

groups.”

Conflict Defined

The process in which

one party perceives that

its interests are being

opposed or negatively

affected by another

party.

The Conflict Process

Sources of Conflict

Manifest Conflict

Conflict Outcomes

Conflict Perceptions

Conflict Emotions

Conflict Escalation Cycle

Organizational Conflict Outcomes

• Potential benefits

• Dysfunctional outcomes

Task vs Socioemotional Conflict

• Constructive (task-related) conflict

understand the issues better

• Socioemotional (relationship) conflict

Minimizing Socioemotional Conflict

– Better able to regulate emotions

– View others’ emotions as information

– More trust and latitude

– Understand other team members better

– Motivated to minimize escalating conflict

– Appreciate honest dialogue without personal affront

– Some norms might discourage displaying negative emotions

Task Interdependence

Ambiguous Rules

Communication

• Creates uncertainty, threatens goals

• Without rules, people rely on politics

• Increases stereotyping

• Reduces motivation to communicate

Scarce Resources • Motivates competition for the resource

Sources of Conflict (con’t)

NHLPA Changes Conflict Styles

Outgoing National Hockey League Players’ Association (NHLPA) boss Bob Goodenow (left) was called the Darth Vader of hockey,

because of his forcing style of conflict management with NHL owners Taking his place is Ted Saskin (right), whose diplomatic problem-solving conflict resolution style couldn’t be more different from Goodenow’s.

Choosing the Best Conflict Style

• Problem solving

– Often best because only style that seeks an optimal outcome

– Doesn’t work when interests perfectly opposing

– Difficult when parties lack trust/openness

• Avoiding

– Best when socioemotional conflict is high

– Problem: doesn’t resolve conflict source, so may produce

long-term frustration

• Yielding

– May be necessary when:

1 the other party has substantially more power

2 the issue is less important to you as to the other party

– Problem: Other party develops higher future expectations

Choosing the Best Conflict Style (con’t)

– May be necessary when:

1 you know you are correct & dispute requires quick solution

2 the other party would take advantage of more cooperative strategies

– Problem: Fuels socioemotional conflict

– Best when

1 little hope for mutual gain

2 both parties have equal power

3 both parties need to settle differences quickly

Emphasizing Superordinate Goals

• Emphasizing common objectives rather than

conflicting sub-goals

• Reduces goal incompatibility and

differentiation

Toyota Drums Out Differences

Employees at Toyota Motor Sales

U.S.A are drumming out their

differences in the car company’s

drum room Typically in groups of 15

to 50 from one department,

employees bang on various

percussion instruments Most

groups soon find a common beat

without any guidance or conductor.

Reducing Differentiation

values and beliefs

different jobs, departments,

and regions

differentiation:

– Common dress code/status

– Common work experiences

Better Communication/Understanding

• Employees understand and appreciate each

other’s views through communication

• Two warnings:

differentiation

values/traditions in other cultures

Other Ways to Manage Conflict

Your Positions Initial Target

Initial Target

Opponent’s Positions

Area of Potential Agreement

Bargaining Zone Model

Resistance

Resistance

Situational Influences on Negotiation

Effective Negotiation Behavior

• Preparation and goal

Types of Third Party Intervention

Mediation

Arbitration

Inquisition

Level of Process Control

Level of Outcome Control

High

High Low

Conflict and Negotiation