Chapter 13 Conflict at Work Nature of

Chapter 13 Conflict at Work

Nature of Organizational Conflict - any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties Functional conflict - a healthy, constructive disagreement between two or more people Dysfunctional conflict - an unhealthy, destructive disagreement between two or more people

Conflict Ø Substantive and Emotional Conflict substantive conflict: conflict that occurs in the form of a fundamental disagreement over ends or goals to be pursued and the means for their accomplishment Emotional Conflict: conflict that involves interpersonal difficulties that arise over feeling of anger, mistrust, dislike, fear, resentment, and the like

Conflict Intensity n n n Overt efforts to destroy other party. Aggressive physical attacks. Threats and ultimatums. Overt questioning or challenging of others. Minor disagreements or misunderstandings.

Management Secrets of the Chimps Frans de Waal n n The top executive is always paranoid -- with good reason. Loners are powerless, since they lack a coalition to help in crisis. Meetings are a forum for testing the strength of coalitions. (Whose jokes go over? ) Warring parties must mend fences to carry on with the business of the day.

Relationship between Substantive Conflict and Effectiveness High moderate levels of conflict are constructive Performance too little or too much conflict is destructive Low High Intensity of Conflict

Conflict Management Approaches n Indirect Conflict Management Approaches Ø appeal to common goals hierarchical referral organizational redesign Ø scripts and myths Ø Ø Ø Direct Conflict Management Approaches Ø Ø Ø win-lose conflict win-win conflict lose-lose conflict (avoidance, accommodation/smoothing, compromise)

Emotional Intelligence (EQ) Emotional intelligence - the ability to manage conflict. It is the power to n n control one’s emotions perceive emotions in others adapt to change manage adversity

Consequences of Conflict

Causes of Conflict in Organizations Structural Factors • Specialization • Interdependence • Common resources • Goal differences • Authority relationships • Status inconsistencies • Jurisdictional ambiguities Personal Factors • Skills & abilities • Personalities • Perceptions • Values & ethics • Emotions • Communication barriers • Cultural differences

Globalization & Conflict Cultural differences & individual differences increase the potential for conflict / dualism Indivi ism ollectiv C Power/ Distance Ma Fe scul mi ini nin ty/ ity / inty ta cer nce Un ida Avo Long-term/ Short-term orientation

Forms of Conflict in Organizations n Interorganizational conflict - conflict that occurs between two or more organizations n Intergroup conflict - conflict that occurs between groups or teams in an organization n Interpersonal conflict - conflict that occurs between two or more individuals

Forms of Conflict in Organizations Intrapersonal conflict - conflict that occurs within an individual Interrole conflict - a person’s experience of conflict among the multiple roles in his/her life

Forms of Conflict in Organizations Intrarole conflict - conflict that occurs within a single role, such as when a person receives conflicting messages from role senders about how to perform a certain role Person-role conflict - conflict that occurs when an individual is expected to perform behaviors in a certain role that conflict with his/her personal values

An Organizational Member’s Role Set Outside the organization Inside the organization Super visor Client Focal Role Supplier Potential employee Employee 1 Employee 2 3 Boundary of the organization J. C. Quick and J. D. Quick, Organizational Stress and Preventive Management, 1997. Reprinted by permission. Superior role senders Colleague Peer role senders Employee’s colleagues Employee role senders

Power Relationships in Organizations From W. F. G. Mastenbroek, Conflict Management and Organizational Development, 1987. Copyright John Wiley & Sons Limited. Reproduced with permission.

Defense Mechanisms Aggressive Mechanisms. Fixation - an aggressive mechanism in which an individual keeps up a dysfunctional behavior that obviously will not solve the conflict. Displacement - An aggressive mechanism in which an individual directs his/her anger toward someone who is not the source of the conflict. Negativism - an aggressive mechanism in which a person responds with pessimism to any attempt at solving a problem.

Defense Mechanisms Compromise Mechanisms Compensation - a compromise mechanism in which an individual attempts to make up for a negative situation by devoting himself/herself to another pursuit with increased vigor Identification - a compromise mechanism whereby an individual patterns his or her behavior after another’s Rationalization - a compromise mechanism characterized by trying to justify one’s behavior by constructing bogus reasons for it

Defense Mechanisms Withdrawal Mechanisms Flight/withdrawal - a withdrawal mechanism that entails physically escaping a conflict (flight) or psychologically escaping (withdrawal) Conversion - a withdrawal mechanism in which emotional conflicts are expressed in physical symptoms Fantasy - a withdrawal mechanism that provides an escape from a conflict through daydreaming

Coping With Difficult Behavior Hostile/ Aggressive • Stand up for yourself • Allow run-down time • Avoid direct confrontation Indecisive stallers • Raise the issue of the hesitancy • If you are the problem, ask for help • Keep action steps in own hands Superagreeables • Value them as people • Compromise & negotiate • Discern their humor’s hidden meaning

Coping with Difficult Behavior Complainers • Listen attentively • Acknowledge feelings • Use problemsolving Clams • Ask open-ended questions • Wait patiently for a response • Ask more openended questions Negativists • Discuss problems; don’t offer solutions • Be ready to take action alone • Stay out of their despair

Coping with Difficult Behavior Know-It-Alls Bulldozers • Prepare yourself • Listen & paraphrase main points • Question Balloons Information on slides 14 -16 adapted from Table 13. 3. From Coping with Difficult People by Robert Bramson. Copyright© 1981 by Robert Bramson. Used by permission of Doubleday, a division of Random House and Carol Mann Literary Agency on behalf of author. • State facts as your own perception • Help them save face • Confront when they are alone

Managing Intrapersonal Conflict Person-role conflicts Find out as much as you can about the company’s values Intrarole or interrole conflicts Ask role senders what they expect of you

Win-Lose versus Win-Win Strategies

Ineffective Techniques for Dealing with Conflict Nonaction - doing nothing in hopes that a conflict will disappear Secrecy - attempting to hide a conflict or an issue that has the potential to create conflict Administrative orbiting - delaying action on a conflict by buying time Due process nonaction - a procedure set up to address conflicts that is so costly, timeconsuming, or personally risky that no one will use it Character assassination - an attempt to label or

Effective Techniques for Dealing with Conflict Subordinate Goals Confronting & Negotiating Changing Structure X Conflict Expanding Resources Changing Personnel

Assertive Collaborating Competing Compromising Unassertive Assertiveness Dimensions of Conflict-Handling Intentions Avoiding Accommodating Uncooperative Cooperativeness

Conflict Management Styles Avoiding - deliberate decision to take no action on a conflict or to stay out of a conflict Accommodating - concern that the other party’s goals be met but relatively unconcerned with getting own way Competing - satisfying own interests; willing to do so at other party’s expense Compromising - each party gives up something to reach a solution Collaborating - arriving at a solution agreeable to all through open & thorough discussion

Avoidance Is Appropriate When. . . n n You have no chance of satisfying your concerns let people cool down

Accommodation Is Appropriate When. . . n n You realize you are wrong Issue is much more important to other party To build up credit for later negotiations To preserve harmony

Competition Is Appropriate When. . . n n No long term relationship To protect yourself against untrustworthy parties Unpopular courses of action need implementation Issues are vital to your welfare

Collaboration Is Appropriate When. . . n n n Both parties’ concerns are too important to be compromised To gain commitment Time is not an issue

Compromising Is Appropriate When. . . n n Goals are less important to you than collaboration Mutually exclusive goals To achieve temporary settlements Under intense time pressure

Summary and Implications for Managers n n Conflict can be either constructive or destructive to the functioning of a group. An optimal level of conflict: n n prevents stagnation. stimulates creativity. releases tension. and initiates the seeds for change.

Summary and Implications for Managers n n Inadequate or excessive levels of conflict can hinder group effectiveness. Don’t assume there's one conflict-handling intention that is always best. n n n Use competition when quick, decisive action is vital. Use collaboration to find an integrative solution. Use avoidance when an issue is trivial. Use accommodation when you find you’re wrong. Use compromise when goals are important.

Negotiation - a joint process of finding a mutually acceptable solution to a complex conflict Useful under these conditions n n Two or more parties Conflict of interest between the parties Parties are willing to negotiate Parties prefer to work together rather than to fight openly, give in, break off contact, or take the dispute to a higher authority

Negotiation n n An exchange relationship between two parties where it is determined what will be exchanged and the rate of exchange. NET OUTCOMES: Benefits minus costs (hassles, stress and what you have to give up). ASPIRATIONS: What each party reasonable expects to get out of the negotiation. BEST ALTERNATIVE TO A NEGOTIATED AGREEMENT (BATNA): If you walked away from the negotiation, the worst that could happen to you.

The Negotiation Process n __ Seller’s BATNA n __ Seller’s Net Outcomes n __ Seller’s Comparison Level (Aspiration) n __ Buyer’s Net Outcomes n __ Buyer’s Comparison Level (Aspiration) n __ Buyer’s BATNA

Seller n n Aspiration: To make a sale of $1. 50 per unit Comparison Level: She can sell to another client for $1. 00 per unit

Buyer n n Aspiration: To pay $. 80 per unit BATNA: She can buy them from another seller at $1. 60 per unit.

The Negotiation Process n __ Buyer’s BATNA ($1. 60) n __ Seller’s Net Outcomes n __ Seller’s Comparison Level/Aspiration ($1. 50) n __ Buyer’s Net Outcomes n __ Buyer’s Comparison Level/Aspiration ($. 80) n __ Seller’s BATNA ($1. 00)

Will we Negotiate? n The bargaining range will fall between the salesperson’s and the purchaser’s limits. In this case there is overlap. If there is no overlap, then the negotiation will not be successfully concluded. n How do you know when you start if there is any overlap?

Agreement n Where our net outcomes meet. n BATNA: Affects comparison level, limits.

Distributive Bargaining n n Fixed Pie Mentality We normally frame as Distributive, leads to bargaining over issues. We like to cut to the chase We like to ignore the interpersonal

Maximizing Joint Outcomes n n n Instead of bargaining over each individual issue, try to bargain in ‘packages’ Each issue does not carry the same level of importance to all Give concessions of things that are not important to you, but are important to the other

Joint Outcomes n n We almost never get maximized joint outcomes by bargaining sequentially (now this issue, now that issue) It’s hard to calculate the importance of issues for ourselves, and others When we view the ‘other’ as the ‘opponent’ all of a sudden every issue seems important So, we are not honest about our issues

Linking Issues n Find ways to link issues (what’s important to me with what’s not important to me but IS important to the opponent)

Is the Process Complex? n People tend to see negotiation as complex, and see it as undefined CHAOS n n We try to package simply Or tend to separate each issue

The Best Way to Negotiate n n n Cognitively figure out packages (Planning) Come up with 4 -5 items that I give that the other wants And where the other gives that I want Get some momentum by getting some up front agreements Try not to maximize EACH ISSUE but maximize the ENTIRE PACKAGE

Planning n n n Yes, negotiation requires planning and patience Know issues to keep in mind Know the levels of each issue Know the value of each issue Get the other guy to agree on issues (find a way of thinking about same issues)

Reactance n The other guy knows you are trying to move him/her and may balk n How about reciprocity?

Do’s and Don’ts n n n Do develop more than 1 alternative, actually enough so you are ambivalent to current alternative Do negotiate over as little as possible Don’t negotiate with friends

2 Negotiating Approaches Integrative Negotiation focuses on the merits of the issues & seeks a win-win solution Distributive Bargaining the goals of the parties are in conflict, & each party seeks to maximize its resources

What Makes Integrative Negotiation Different? n n n A focus on Commonalities (Frames) An attempt to address needs and interests (Covey) Commitment to meeting the needs of all parties Exchange of information and ideas Invention of options for mutual gain Objective criteria for standards of performance

5 Dimensions of Win/Win n Character n n n n Integrity Maturity – the balance between courage and consideration Abundance Mentality Relationships Agreements Supportive Systems Processes

5 Elements of Win/Win n n Desired Results Guidelines Resources Accountability Consequences

Processes n n 1. See the problem from the other point of view. 2. Identify the key issues and concerns. 3. Determine what results would constitute a fully acceptable solution. 4. Identify possible new options to achieve those results.

Seek First to Understand n Empathic Listening n n Mimic Content Rephrase Content Reflect Feeling Rephrase Content and Reflect Feeling

Autobiographical Responses n n Evaluate – agree or disagree Probe – ask questions from our own frame of reference Advise – give counsel based on our own experience Interpret – try to figure people out based on our own motives and behavior

Issues in Negotiation Personality Traits n Gender Differences n Cultural Differences n Third-Party Negotiations n Mediators n Arbitrators n Conciliators n Consultants n

3 Organization Views of Conflict Competitive conflict Avoidance of conflict Positive conflict Belittle differences Evade differences Value diversity Suspect Seek win-lose situation Blame Despair Reduce risks Take Stock Withdraw D. Tjosvold, The Conflict-Positive Organization. 1991 (pages 41/42). Copyright© 1991 by Addison. Wesley Publishing Company Inc. Reprinted by permission of Addison Wesley Longman. Seek mutual benefit Empower