Organizational Behavior core concepts Conflict and Negotiation: Why Conflict Arises and What to Do About It 8-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by the McGraw-Hill Companies, Inc All rights reserved 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 conflict 8-3 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 8-4 A Modern View of Conflict • Conflict – one party perceives its interests are being opposed or set back by another party 8-5 Functional versus Dysfunctional Conflict • Functional conflict – serves organization’s interests • Dysfunctional conflict – threatens organization’s interests 8-6 Antecedents of Conflict • • • • • • • 8-7 Incompatible personalities or value systems Overlapping or unclear job boundaries Competition for limited resources Interdepartment/intergroup competition Inadequate communication Interdependent tasks Organizational complexity Antecedents of Conflict • Unreasonable or unclear policies, standards, or rules • Unreasonable deadlines or extreme time pressure • Collective decision making • Decision making by consensus • Unmet expectations • Unresolved or suppressed conflict 8-8 Why People Avoid Conflict • • • • • • 8-9 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 8-10 Five Conflict Handling Styles 8-21 Figure 8-3 Question? Which style for handling conflict relies on formal authority to force compliance? A Integrating B Obliging C Dominating D Avoiding 8-22 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 8-23 Alternative Styles for Handling Dysfunctional Conflict • Obliging (Smoothing) – involves playing down differences while emphasizing commonalities • Appropriate when it is possible to get something in return 8-24 Alternative Styles for Handling Dysfunctional Conflict • Dominating (Forcing) – relies on formal authority to force compliance • Appropriate when an unpopular solution must be implemented 8-25 Alternative Styles for Handling Dysfunctional Conflict • Avoiding – involves either passive withdrawal from the problem or active suppression of the issue • Appropriate for trivial issues 8-26 Conflict Monitoring • Read an article on Conflict monitoring 8-27 Alternative Styles for Handling Dysfunctional Conflict • Compromising – give-and-take approach involves moderate concern for both self and others • Appropriate when parties have opposite goals 8-28 Question? 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 8-29 Third Party Interventions: Alternative Dispute Resolution • Alternative Dispute Resolution – avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration 8-30 Alternative Dispute Resolution • • • • • • 8-31 Facilitation Conciliation Peer review Ombudsman Mediation Arbitration Negotiation • Negotiation – give-and-take process between conflicting independent parties • Two types: – Distributive – Integrative 8-32 Added-Value Negotiation • Added-Value Negotiation – cooperatively developing multiple-deal packages while building a long-term relationship 8-33 Added-Value Negotiation • • • • • 8-34 Clarify interests Identify options Design alternative deal packages Select a deal Perfect the deal How To Negotiate Your Pay and Benefits 8-35 Know the going rate Don’t fudge your past compensation Present cold, hard proof of your value Let the other party name a figure first Don’t nickel-and-dime Avoid extravagant extras Seek incentives and practical perks ...8 Organizational Behavior core concepts Conflict and Negotiation: Why Conflict Arises and What to Do About It 8-2 McGraw-Hill/Irwin Organizational Behavior, Core Concepts Copyright © 2008 by. .. Modern View of Conflict • Conflict – one party perceives its interests are being opposed or set back by another party 8-5 Functional versus Dysfunctional Conflict • Functional conflict – serves organization’s... resources Interdepartment/intergroup competition Inadequate communication Interdependent tasks Organizational complexity Antecedents of Conflict • Unreasonable or unclear policies, standards,