Mata kuliah
Dosen Pembuat
Tahun
: J0754 - Pengelolaan Organisasi Entrepreneurial
: D3122 - Rudy Aryanto
: 2009
Konflik dan Negoisasi
Chapter 13
Learning Objectives
– Define functional conflict and dysfunctional conflict
– Understand how interpersonal conflict can be managed
– Describe the impact of intergroup conflict on organizational
performance
– Discuss why intergroup conflict occurs
– Compare the consequences of intergroup conflict within and
between groups
– Identify techniques that can be used to manage intergroup
conflict
Intergroup Functional Conflict
• For organizations to perform effectively, interdependent
groups must establish working relationships
– Across organizational boundaries
– Between individuals
– Among groups
Intergroup Functional Conflict
• A confrontation between groups that enhances and
benefits organizational performance
– When conflict focuses on tasks, constructive debate improves
decision making and work outcome
– Can be thought of as “creative tension”
Intergroup Disfunctional Conflict
• Any confrontation or interaction between groups that…
– Harms the organization
– Hinders achievement of goals
• Management must try to eliminate dysfunctional conflict
– It negatively influences performance
by shifting attention away from important tasks and goals
Conflict & Organizational Performance
• Conflict has a positive or negative impact on
organizational performance, depending on…
– The nature of the conflict
– How the conflict is managed
• When the conflict level is too low…
– Innovation and change are difficult
– It is hard to adapt to change
• When the conflict level is too high…
– Organizational survival is at risk
Intergroup Conflict & Performance
Situation II
Functional
High
Performance
Low
Performance
Low
Conflict
High
Conflict
Level of Intergroup Conflict
Situation I
Dysfunctional
Situation III
Dysfunctional
Intergroup Conflict in Practice
• Managers try to eliminate all conflict, whether
dysfunctional or functional
– Anti-conflict values are reinforced in the home, school, and
church
– Managers are often evaluated on, and rewarded for, the lack of
conflict in their areas of responsibility
Intergroup Conflict and Productivity
• Conflict that impacts group functioning
– Task conflict: members have differing viewpoints and opinions
pertaining to the group’s task
– Relationship conflict: interpersonal incompatibilities between
group members
– Process conflict: controversy surrounding how tasks will be
accomplished
Why Intergroup Conflict Occurs
• Work Interdependence
– Pooled interdependence: no interaction among groups because
each performs separately
– Sequential interdependence: one group completes its task
before another can complete its task
– Reciprocal interdependence: each group’s output serves as
input to other groups
Why Intergroup Conflict Occurs
• Differences in Goals
– Limited resources: when limited resources are allocated, mutual
dependencies increase, and differences in group goals become
more apparent
– Reward structures: conflict is more likely
when the reward system is geared toward group performance
rather than to overall organizational performance
Why Intergroup Conflict Occurs
• Differences in Perceptions
–
–
–
–
–
Different goals
Different time horizons
Status incongruency
Inaccurate perceptions
Increased demand for specialists
Line-Staff Conflict
• Common causes
–
–
–
–
Perceived diminution of line authority
Social and physical differences
Line dependence on staff knowledge
Different loyalties
Dysfunctional Conflict Consequences
Changes
Within Groups
•
Increased group
cohesiveness
•
Rise in autocratic
leadership
•
Focus on activity
•
Emphasis on loyalty
to the group
Changes
Between Groups
•
Distorted perception
•
Negative stereotyping
•
Decreased
communication
Managing Intergroup Conflict
• Managers spend more than 20% of their time in
conflict management
Conflict Resolution Methods
–
–
–
–
–
–
–
–
–
–
Problem solving
Superordinate goals
Expansion of resources
Avoidance
Smoothing
Compromise
Authoritative command
Altering the human variable
Altering structural variables
Identifying a common enemy
Negotiation
• A collaborative…
– Pursuit of joint gains
– Effort to create value where none existed
• Done poorly, the process can be a street fight
– Negotiation is done on a continuing basis
– With subordinates, superiors, vendors, and customers
Cross Cultural Negotiations
• Culture influences negotiation practices
–
–
–
–
Individualism
Uncertainty avoidance
Power distance
Masculinity
• Communication issues
– Language barriers
– Non-verbal communication
Group Negotiations
Take place whenever one
group’s work depends on
the cooperation and
activities of another group,
over which the first group’s
manager has no control.
Negotiation
• Pre-negotiation tasks
– Ask questions
– Know which values, beliefs, and wants drive the other side’s
actions
– Freely exchange information
with the other group
Negotiation
• Negotiation tactics
–
–
–
–
–
–
Good guy/bad guy team
The nibble
Joint problem solving
Power of competition
Splitting the difference
Low-balling
The Effect of Personalities
• Personalities at the negotiating table
–
–
–
–
Power Seeker
Persuader
Reliable Performer
Limited Performer
The Role of Trust in Negotiations
• There is a greater chance for a good outcome if trust
exists between groups
– Managers expect chicanery when they’re negotiating
– Bluffing is a key negotiating skill
– Never place the other party in a position from which he or she
can’t move without losing face
Alternatives to Direct Negotiation
• Mediation
– A third party mediates the dispute
– Parties are not bound by the proposed resolution
– An impartial person works with each side to reach an agreement
that benefits all
– Bringing in a mediator
early allows conflicts to
be resolved before
hostilities set in
Alternatives to Direct Negotiation
• Arbitration
– A third party resolves the dispute
– Parties are bound by the arbitrator’s decision
– Arbitrators can render a decision
in favor of one group,
both groups, or ask
for more information
Team Building
• Encouraging people who work together to meet as a
group in order to…
–
–
–
–
Identify and commit to common goals
Improve communications
Resolve conflicts
Improve performance
Team Building as a Process
• Team building
– Requires long-term commitment
– Begins with diagnostic meetings
– Ends with an agreed-upon plan of action
• Common causes of team conflict
–
–
–
–
Confusion over roles and relationships
Vague understanding of long-term goals
Lack of interpersonal skills
Ignoring team member relationships
Management’s Team Building Role
• Critical elements
–
–
–
–
–
Commitment
Trust
Sharing of information
Training
Union partnership
Managing Intergroup Conflict
• Techniques that can stimulate conflict to a functional
level
–
–
–
–
Communication
Bringing outside individuals into the group
Altering the organization’s structure
Stimulating competition among groups
• Managing intergroup conflict through stimulation is
difficult
– It can quickly become dysfunctional conflict