conflict and negotiation in the workplace
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C H A P T E R:C H A P T E R: T H I R T E E NT H I R T E E N
Conflict and
Negotiationin the Workplace
Conflict and
Negotiationin the Workplace
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Calgary Herald/Janelle Schneider
Conflict at TELUS
Its advertisements say the
future is friendly, but TELUS
management and union
leaders have been feudingever since TELUS merged
with BC Telecom to become
Canadas second largest
telecommunicationscompany.
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Conflict Defined
The process in which
one party perceives
that its interests arebeing opposed or
negatively affected by
another party.
Calgary Herald/Janelle Schneider
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The Conflict Process
Sources ofSources of
ConflictConflict
ManifestManifest
ConflictConflict
ConflictConflict
OutcomesOutcomes
Conflict
Perceptions
Conflict
Emotions
Conflict
Escalation Cycle
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Organizational Conflict Outcomes
Potential benefits
Improves decision making
Strengthens team dynamics
Dysfunctional outcomes
Diverts energy and resources
Weakens knowledge management
Increases frustration, job dissatisfaction,
stress, turnover and absenteeism
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Task vs Socioemotional Conflict
Constructive (task-related) conflict Conflict is aimed at issue, not parties
Helps recognize problems, identify solutions, and
understand the issues better Potentially healthy and valuable
Socioemotional (relationship) conflict Conflict viewed as a personal attack
Introduces perceptual biases
Distorts information processing
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Minimizing Socioemotional Conflict
Emotional intelligence Better able to regulate emotions
View others emotions as information
Cohesive team More trust and latitude
Understand other team members better
Motivated to minimize escalating conflict
Supportive team norms Appreciate honest dialogue without personal affront
Some norms might discourage displaying negativeemotions
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Conflict at Air Canada
Conflict between the Original Air
Canada pilots and former
Canadian Airlines pilots over
seniority rights has created
tension and ill-feelings. We will
not mingle with those people [Air
Canada pilots] and the feeling is
mutual, says a former Canadian
airlines pilot now working at AirCanada.
CP/Ryan Remiorz
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DifferentiationDifferentiation
TaskTask
InterdependenceInterdependence
Different values/beliefs
Explains cross-cultural andgenerational conflict
Conflict increases withinterdependence
Higher risk that parties interfere witheach other
IncompatibleIncompatible
GoalsGoals One partys goals perceived to
interfere with others goals
more
Sources of Conflict
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Ambiguous RulesAmbiguous Rules
CommunicationCommunication
ProblemsProblems
Creates uncertainty, threatens goals
Without rules, people rely on politics
Increases stereotyping
Reduces motivation to communicate
Escalates conflict when arrogant
ScarceScarce
ResourcesResources Motivates competition for the resource
Sources of Conflict (cont)
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Assertiveness
Cooperativeness
ForcingForcing ProblemProblem--SolvingSolving
CompromisingCompromising
AvoidingAvoiding YieldingYielding
High
Low High
Conflict Management Styles
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Emphasizing Superordinate Goals
Emphasizing common objectives
rather than conflicting sub-goals
Reduces goal incompatibility anddifferentiation
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Reducing Differentiation
Remove sources of different values andbeliefs
Move employees around to different jobs,departments, and regions
Other ways to reduce differentiation:Common dress code/status
Common work experiences
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Better Communication/Understanding
Employees understand and appreciate eachothers views through communication
Relates to contact hypothesis
Two warnings:
1. Apply communication/understanding afterreducing differentiation
2. A Western strategy that may conflict withvalues/traditions in other cultures
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Other Ways to Manage Conflict
Reduce Task Interdependence Dividing shared resources
Combine tasks
Use buffers
Increase Resources Duplicate resources
Clarify Rules and Procedures Clarify resource distribution
Change interdependence
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Your PositionsYour Positions
Initial Target
InitialTargetOpponents PositionsOpponents Positions
Area ofPotential
Agreement
Bargaining Zone Model
Resistance
Resistance
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Situational Influences on Negotiation
Location
Physical Setting
Time Passage and
Deadlines
Audience
Corel Corp. With permission.
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Effective NegotiatorBehaviours
Preparation and goal
setting
Gathering information
Communicating effectively
Making concessions
Corel Corp. With permission.
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Types of Third Party Intervention
MediationMediation
ArbitrationArbitration
InquisitionInquisition
Level ofProcess
Control
Level of Outcome Control
High
HighLow
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C H A P T E R:C H A P T E R: T H I R T E E NT H I R T E E N
Conflict and
Negotiationin the Workplace
Conflict and
Negotiationin the Workplace
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