week 10 mgt

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Chapter  Thirteen  

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Learning  Objec2ves  

LO.1 Define the term conflict, and put the three metaphors of conflict into proper perspective for the workplace.

LO.2 Distinguish between functional and dysfunctional conflict, and discuss why people avoid conflict.

LO.3 List six antecedents of conflict, and identify the desired outcomes of conflict.

LO.4 Define personality conflicts, and explain how managers should handle them.

LO.5 Discuss the role of in-group thinking in intergroup conflict, and explain what management can do about intergroup conflict.

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Learning  Objec2ves  (cont.)  

LO.6 Discuss what can be done about cross-cultural conflict.

LO.7 Explain how managers can stimulate functional conflict, and identify the five conflict- handling styles.

LO.8 Explain the nature and practical significance of conflict triangles and alternative dispute resolution for third-party conflict intervention.

LO.9 Explain the difference between distributive and integrative negotiation, and discuss the concept of added-value negotiation.

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Major  Trends  that  Make   Organiza2onal  Conflict  Inevitable  

!  Constant change !  Greater employee diversity !  More teams (virtual and self-managed) !  Less face-to-face communication !  Global economy with increased cross-

cultural dealings

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Conflict:  A  Modern  Perspec2ve  

!  Conflict 9  process in which

one party perceives its interests are being opposed or negatively affected by another party

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The  Rela2onship  between  Conflict   Intensity  and  Outcomes  

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Func2onal  versus  Dysfunc2onal   Conflict  

!  Functional conflict 9  Serves  organiza2on’s   interests  

9  Also  called   construc2ve  conflict  

!  Dysfunctional conflict 9  threatens

organization’s interests.

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Why  People  Avoid  Conflict  

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Antecedents  of  Conflict  

!  Incompatible personalities or value systems. !  Overlapping or unclear job boundaries. !  Competition for limited resources. !  Inadequate communication. !  Unreasonable or unclear policies, standards, or

rules. !  Unreasonable deadlines or extreme time pressure. !  Collective decision making

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Desired  Conflict  Outcomes  

1. Agreement 2. Stronger

relationships 3. Learning

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Types  of  Conflict  

!  Personality conflict 9  interpersonal opposition driven by personal

dislike, disagreement, or different styles

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Types  of  Conflict  

!  Workplace incivility 9  rudeness or a lack of regard for another person

!  Day of contemplation 9  A one-time-only day off with pay to allow a

problem employee to recommit to the organization’s values and mission.

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How  to  Deal  With  Personality   Conflicts  

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Intergroup  Conflict  

!  Intergroup conflict 9  conflict among work groups, teams, and

departments

!  Too much cohesiveness can breed groupthink because a desire to get along pushes aside critical thinking

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Handling  Intergroup  Conflict  

!  Contact hypothesis 9  the more the members of different groups

interact, the less intergroup conflict they will experience

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Research  Lessons  for  Handling   Intergroup  Conflict  

!  The top priority for managers faced with intergroup conflict is to identify and root out specific negative linkages between (or among) groups.

!  A single personality conflict may contaminate the entire intergroup experience. The same goes for an employee who voices negative opinions or spreads negative rumors about another group.

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An  Updated  Contact  Model  for   Minimizing  Intergroup  Conflict  

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Cross-­‐Cultural  Conflict  

!  Because of differing assumptions about how to think and act, the potential for cross- cultural conflict is both immediate and huge.

!  Success or failure when conducting business across cultures often hinges on avoiding and minimizing actual or perceived conflict

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How  to  Build   Cross-­‐Cultural  Rela2onships  

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Programming  Func2onal  Conflict  

!  Programmed Conflict 9  conflict that raises different opinions regardless

of the personal feelings of the managers

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S2mula2ng  Func2onal  Conflict  

!  Devil’s advocacy 9  assigning someone the role of critic.

!  Dialectic method 9  calls for managers to foster a structured debate

of opposing viewpoints prior to making a decision

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Techniques  for  S2mula2ng  Func2onal  Conflict:  Devil’s   Advocacy  and  the  Dialec2c  Method  

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Five  Conflict  Handling  Styles  

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Alterna2ve  Styles  for  Handling   Dysfunc2onal  Conflict  

!  Integrating 9  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

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Alterna2ve  Styles  for  Handling   Dysfunc2onal  Conflict  

!  Obliging (Smoothing) 9  involves playing down differences while

emphasizing commonalities !  Appropriate when it is possible to get

something in return

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Alterna2ve  Styles  for  Handling   Dysfunc2onal  Conflict  

!  Dominating (Forcing) 9  relies on formal authority to force compliance

!  Appropriate when an unpopular solution must be implemented

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Alterna2ve  Styles  for  Handling   Dysfunc2onal  Conflict  

!  Avoiding 9  involves either passive withdrawal from the

problem or active suppression of the issue !  Appropriate for trivial issues or when the

costs of confrontation outweigh the benefits of resolving the conflict

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Alterna2ve  Styles  for  Handling   Dysfunc2onal  Conflict  

!  Compromising 9  give-and-take approach involves moderate

concern for both self and others !  Appropriate when parties have opposite

goals

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Third-­‐Party  Interven2ons  

!  Conflict triangle 9  occurs when two people are having a problem

and, instead of addressing the problem directly with each other, one of them gets a third person involved

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Third-­‐Party  Interven2on  Op2ons  for   Handling  Conflict  Triangles  

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Third  Party  Interven2ons  

!  Alternative Dispute Resolution 9  avoiding costly lawsuits by resolving conflicts

informally or through mediation or arbitration

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Alterna2ve  Dispute  Resolu2on  

!  Facilitation !  Conciliation !  Peer review !  Ombudsman !  Mediation !  Arbitration

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Nego2a2ng  

!  Negotiation 9  give-and-take decision-making process

involving interdependent parties with different preferences

!  Two types: 9  Distributive 9  Integrative

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An  Integra2ve  Approach:     Added-­‐Value  Nego2a2on