C H A P T E R
T H I R T E E N
Organizational Conflict
and Negotiation
Writing topics
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Describe an experience dealing with conflict
where that conflict was satisfactorily resolved
Describe an experience dealing with conflict
where that conflict was not satisfactorily
resolved
Describe an experience in which you had to
negotiate for something you wanted (a raise,
a day off, an extension).
Personal Orientations Toward
Working with Others
Personal Orientation
Primary Concern
Individualists
Own outcomes
Cooperators
Others’ outcomes
Competitors
Outperforming others
Equalizers
Equality of outcomes
Collectivism, Individualism, and
Cooperation
Persons high
in collectivism
Persons high
in individualism
Cooperative under
a wide range of
conditions
Cooperative only
under some conditions
(e.g., small groups,
individual contributions
readily visible)
Conflict Defined
The process in which
one party perceives
that its interests are
being opposed or
negatively affected by
another party.
P. Doyle. Ottawa Citizen
The Conflict Process
Conflict
Perceptions
Sources of
Conflict
Manifest
Conflict
Conflict
Emotions
Conflict
Outcomes
Task vs. Socioemotional
Conflict
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Task-related conflict
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Conflict is aimed at issue, not parties
Basis of constructive controversy
Helps recognize problems, identify solutions, and
understand the issues better
Socioemotional conflict
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Conflict viewed as a personal attack
Foundation of conflict escalation
Leads to dissatisfaction, stress, and turnover
Organizational Conflict
Outcomes
Potential benefits
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Improves decision making
Strengthens team dynamics
Dysfunctional outcomes
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Diverts energy and resources
Encourages organizational politics
Encourages stereotyping
Weakens knowledge management
© Photodisc. With permission.
Sources of Conflict
Goal
Incompatibility
• Goals conflict with goals of others
Different Values
and Beliefs
• Different beliefs due to unique
background, experience, training
• Caused by specialized tasks, careers
• Explains misunderstanding in crosscultural and merger relations
Sources of Conflict
Goal
Incompatibility
Different Values
and Beliefs
Task
Interdependence
Three levels of interdependence
Pooled
Resource
A
B
C
Sequential
A
B
Reciprocal
C
A
B
C
Sources of Conflict
Goal
Incompatibility
Different Values
and Beliefs
Task
Interdependence
Lack of opportunity
– reliance on stereotypes
Scarce
Resources
• Increases
competition for resources to
Lack
of ability
Ambiguity
• Lack of rules guiding relations
Lack
of motivation
• Encourages
political tactics
fulfill
goalscommunication heightens
– arrogant
conflict perception
Communication
Problems
– conflict causes lower motivation to
communicate, increases stereotyping
Conflict
Management
Styles
High
Assertiveness
Competing
Compromising
Avoiding
Low
Collaborating
Accommodating
Cooperativeness
High
Distribution
Basic Styles of Resolving
(high)
Conflict
Competition
Compromise
(low)
Collaboration
(high)
Integration
Avoidance
Accommodation
(low
)
Conflict Management Strategies
1. Emphasizing Superordinate Goals
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Emphasizing common objectives rather
than conflicting sub-goals
Reduces goal incompatibility and
differentiation
2. Reducing Differentiation
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Removing sources of different values
and beliefs
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Generalist careers and job rotation
Common dress code and status
Common work experiences
3. Communication and
Understanding
Employees understand and appreciate each
other’s views through communication
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Informal gatherings
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Formal dialogue sessions
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Relationship restructuring
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Drum sessions
Other Ways to Manage Conflict
4. Reduce Task Interdependence
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Dividing shared resources
Combine tasks
Use buffers
5. Increase Resources
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Duplicate resources
6. Clarify Rules and Procedures
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G. Diggens. With permission.
Clarify resource distribution
Change interdependence
Bargaining Zone Model
Your Positions
Initial
Target
Resistance
Area of
Potential
Agreement
Resistance
Target
Initial
Opponent’s Positions
Situational Influences on
Negotiation
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Location
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Physical Setting
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© Corel Corp. With permission.
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Time Investment
and Deadlines
Audience
Effective Negotiator
Behaviours
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Plan and Set Goals
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Gather Information
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Communicate
Effectively
Make Appropriate
Concessions
Third-Party Objectives
Procedural
Fairness
Efficiency
Third-Party
Conflict Resolution
Objectives
Outcome
Fairness
Effectiveness
Types of Third Party Intervention
High
Mediation
Inquisition
Level of
Process
Control
Arbitration
Low
Level of Outcome Control
High