11
Chapter
Conflict: A Modern
Perspective
Types of Conflict
Managing Conflict
Negotiation
Conflict Management and
Negotiation: A
Contingency Approach
Managing Conflict
and Negotiation
14-2
Conflict
Conflict One party perceives its interests are being
opposed or set back by another party
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1
14-3
The Relationship between Conflict Intensity and
Outcomes
Figure 14-1
Outcomes
Positive
Neutral
Negative
Too little
conflict
Low
Appropriate
conflict
Moderate
Intensity
Too much
conflict
High
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14-4
Functional vs. Dysfunctional Conflict
Functional
Conflict
serves organization’s
interests
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Dysfunctional
Conflict threatens
organization’s interests
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2
14-5
Antecedents of Conflict
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Incompatible personalities or value systems
Overlapping or unclear job boundaries
Competition for limited resources
Interdepartment/intergroup competition
Inadequate communication
Inderdependent tasks
Organizational complexity
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14-6
Antecedents of Conflict Cont.
Unreasonable or unclear policies, standards, or
rules
Unreasonable deadlines or extreme time
pressure
Collective design making
Decision making by consensus
Unmet expectations
Unresolved or suppressed conflicts
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3
14-7
Desired Conflict Outcomes
1)
Agreement: strive for equitable and fair agreements
2)
Stronger Relationships: build bridges of goodwill
that last
and trust for the future
3)
Learning: greater self-awareness and creative problem
solving
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Conflict Handling Styles
High
Obliging
Integrating
Concern for
others
Low
Compromising
Dominating
High
Avoiding
Concern for
self
Low
4
Intergroup Conflict
Changes within groups
Increased group
cohesiveness
Rise in autocratic
leadership
Focus on activity
Emphasis on loyalty
Changes between groups
Distorted perceptions
Negative stereotyping
Decreased
communication
14-11
Figure 14-2
Minimizing Intergroup Conflict
Level of perceived
intergroup conflict tends
to increase when:
• Conflict within the
group is high
• There are negative
interactions between
groups
• Influential third-party
gossip about other group
is negative
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Recommended actions:
• Work to eliminate specific negative
interactions between groups
• Conduct team building to reduce
intragroup conflict and prepare
employees for cross-functional teamwork
• Encourage personal friendships and
good working relationships across
groups and departments
• Foster positive attitudes toward
members of other groups
• Avoid or neutralize negative gossip
across groups or departments
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5
Alternative Dispute Resolution
(ADR)Techniques
Alternative
Dispute
Resolution (ADR)
avoiding costly lawsuits
by resolving conflicts
informally or through
mediation or arbitration
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14-18
Facilitation
Conciliation
Peer review
Ombudsman
Mediation
Arbitration
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14-19
Negotiation
Negotiation give-and-take process between conflicting
interdependent parties
Distributive negotiation: Single issue; fixed-pie; win-lose.
Integrative negotiation: More than one issue; win-win.
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6
An Integrative Approach:
Added-Value Negotiation
14-20
Figure 14-6
Separately
Step 1: Clarify interests
identify tangible and intangible needs
Step 2: Identify options
Identify elements of value
Step 3: Design alternative deal packages
Mix and match elements of value in various
workable combinations
Think in terms of multiple deals
Step 4: Select a deal
Analyze deal packages proposed by other
party
Step 5: Perfect the deal
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An Integrative Approach:
Added-Value Negotiation
14-21
Figure 14-6 cont.
Jointly
Step 1: Clarify interests
Discuss respective needs
Find common ground for negotiation
Step 2: Identify options
Create a marketplace of value by discussing
respective elements of value
Step 3: Design alternative deal packages
Step 4: Select a deal
Discuss and select from feasible deal packages
Think in terms of creative agreement
Step 5: Perfect the deal
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Discuss unresolved issues
Develop written agreement
Build relationships for future negotiations
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7
14-22
Questionable/Unethical Tactics in Negotiation
Lies
Puffery
Deception
Weakening the opponent
Strengthening one’s own position
Nondisclosure
Information exploitation
Change of mind
Distraction
Maximization
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