ob - conflict & negotiation
DESCRIPTION
Partially based on the Kreitner/Kinicki (2009, McGraw Hill/Irwin) textbook with updated data from a variety of cited sources.TRANSCRIPT
Krietner/Kinicki, 2009
Chapter 13Managing Conflict &Negotiating
BUSA 220
Spring 2012
Wallace
Krietner/Kinicki, 2009
Conflict
• One party perceives its interests are being opposed or set back by another party
• Is conflict always bad?• During a conflict, if
someone used the term “war” vs. “opportunity”, how would it make you feel?
Krietner/Kinicki, 2009
Conflict Intensity & Outcomes
Low ModerateIntensity
High
Too littleconflict
Appropriateconflict
Too muchconflictNegative
Neutral
PositiveO
utc
omes
Krietner/Kinicki, 2009
Functional vs. Dysfunctional• Functional Conflict
serves organization’s interests– Typically issue-focused– Stimulates creativity
• Dysfunctional Conflict threatens organization’s interests– Typically person-
focused– Breeds hostility– Stifles communication
Krietner/Kinicki, 2009
Dysfunctional Conflict Costs• Fortune 500 senior executives spend 20
percent of their time in litigation activities.
• Typical managers spend up to 30 percent of their time dealing with conflict.
• The turnover costs for an employee are anywhere from between 75 percent and 150 percent of their annual salary.
• 16 percent of employees report conflict with a supervisor as the main reason for leaving their last job.
Krietner/Kinicki, 2009
Why Conflict Matters• “The best insurance against crossing the
ethical divide is a roomful of skeptics.”
• “CEOs must actively encourage dissent among senior managers by creating decision-making processes, reporting relationships, and incentives that encourage opposing viewpoints…”
• “By advocating dissent, top executives can create a climate where wrongdoing will not go unchallenged.”
Source: The crisis in corporate governance, 5/6/2002, BusinessWeek Special Report
Krietner/Kinicki, 2009
Leadership w/out Easy Answers
There is a relationship between transformational leadership, organizational citizenship and follower performance. There is an even higher correlation between the level of debate among subordinates and management and higher levels of successful innovation. Adaptive conflict, the ability of followers to have input, be heard and acknowledged by management, is at the core of successful transformational leadership. (Heifetz, 1994)
Krietner/Kinicki, 2009
Conflict Sources• Incompatible
personalities or value systems
• Role ambiguity/ overload
• Interdependent tasks
• Competition for limited resources
• What else can you think of?
Krietner/Kinicki, 2009
Desired Conflict Outcomes
1. Agreement: strive for equitable and fair agreements that last
2. Stronger Relationships: build bridges of goodwill and trust for the future
3. Learning: greater self-awareness and creative problem solving
Krietner/Kinicki, 2009
Personality ConflictsDirk and Linda are working closely together on a project. However, they have very different personalities and working styles. For example, Dirk prefers to create plans and checklists and Linda has a more free-flowing approach to work.• Linda is now so frustrated she is concerned
the project will not get completed.• What type of conflict is this?• What should she do?
Krietner/Kinicki, 2009
Advice• All employees need to be familiar
with and follow company policies for diversity, anti-discrimination, and sexual harassment
• Communicate directly with the other person to resolve the perceived conflict
• Avoid dragging co-workers into the conflict
• If dysfunctional conflict persists, seek help from direct supervisors or human resource specialists
Krietner/Kinicki, 2009
Dealing with Personality
Chris works with Dirk on another project. Dirk approaches Chris and begins to complain about Linda.• What type of
conflict is this?• As a third-party,
what should he do?
Krietner/Kinicki, 2009
Personality Conflict/Incivility
Source: Porath, C. & Pearson, C. (2009). How Toxic Colleagues Corrode Performance, Harvard Business Review, Vol. 87, pg. 24.
Common examples of incivility• Berating bosses• Employees who take credit for other’s
work• Assigning blame• Spreading rumors• Excluding teammates
Krietner/Kinicki, 2009
Personality Conflict Impacts
Targets of incivility reported:• 48% decreased their work effort• 47% decreased their time at work• 38% decreased their work quality• 66% said their performance declined• 80% lost work time worrying about the
incident• 63% lost time avoiding the offender• 78% said their commitment to the
organization declinedSource: Porath, C. & Pearson, C. (2009). How Toxic Colleagues Corrode Performance, Harvard Business Review, Vol. 87, pg. 24.
Krietner/Kinicki, 2009
Managing Conflict
Sarah, Dirk and Linda’s boss, has just been informed that the completion of the project is in jeopardy due to conflict between Dirk and Linda. Linda is now so frustrated she is concerned the project will not get completed. As their manager, what should she do?
Krietner/Kinicki, 2009
Overcoming Group Conflict
• Conflict within the group is high
• There are negative interactions between groups
• Influential third-party gossip about other group is negative
• 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
Recommended actions:Level of perceivedintergroup conflict
tends to increase when:
Krietner/Kinicki, 2009
Building Relationships
8Nurture others (develop and mentor)
7Avoid conflict by emphasizing harmony
6Be compassionate and understanding
5Build rapport through conversations
4Compromise rather than dominate
3Advocate participative leadership
2Be cooperative not competitive
2Be sensitive to the needs of others
1Be a good listener
RankBehavior
Tie
Krietner/Kinicki, 2009
What Do You Think?The manufacturing and research departments of XYZ corporation often have different perspectives resulting in conflict. Within group cohesiveness is strong but animosity across the groups is growing. To promote harmony and functional conflict between the groups the company should NOT:
a. Keep the groups apart to minimize interaction and conflict.
b. Establish cross-functional project teams so members of both groups work together.
c. Stop people who gossip about the other group.
d. Have the groups attend a social function together.
Krietner/Kinicki, 2009
Stimulating Functional ConflictDevil’s Advocacy Approach
1. Action proposed2. Devil’s advocate criticizes it3. Both sides presented to
decision makers4. Decision is made and
monitoredDialectic Decision Method
5. Action proposed6. Assumptions identified7. Counterproposal generated
on different assumptions8. Debate takes place9. Decision is made and
monitored
Krietner/Kinicki, 2009
Conflict Management Styles
Integrating Obliging
Dominating Avoiding
Compromising
High Low
High
LowCon
cern
for
Oth
ers
Concern for Self
Krietner/Kinicki, 2009
What Do You Think?Alfonso tends to be an agreeable person with a high need for affiliation. When he encounters conflict situations at work which conflict management style is he most and least likely to use, respectively.
a. Dominating; Integratingb. Integrating;
Compromisingc. Compromising; Avoidingd. Obliging; Dominatinge. Avoiding; Obliging
Krietner/Kinicki, 2009
Third Party InterventionsConsidered less political with low risk of
dysfunctional conflict.
1.Reroute complaints by coaching the sender to find ways to constructively bring up the matter with the receiver. Do not carry messages for the sender
2.Facilitate a meeting with the sender and receiver to coach them to speak directly and constructively with each other
3.Transmit verbatim messages with the sender’s name included and coach the receiver on constructive ways to discuss the message with the sender
Krietner/Kinicki, 2009
Third Party InterventionsConsidered more political with high risk of
dysfunctional conflict.
4. Carry the message verbatim but protect the sender’s name
5. Soften the message to protect the sender
6. Add your spin to the message to protect the sender
7. Do nothing. The participants will triangle in someone else
8. Do nothing and spread the gossip. You will triangle in others
Krietner/Kinicki, 2009
Alternative Dispute ResolutionResolve conflict through facilitation, conciliation, peer review, ombudsman, and:• MediationNeutral third party guides
parties to make a mutually acceptable solution
•ArbitrationParties agree to accept
the decision of the neutral arbitrator
Krietner/Kinicki, 2009
Negotiation
Give and take process between two parties.• Distributive negotiation: Single issue;
fixed-pie; win-lose.• Integrative negotiation: More than one
issue; “broadening the pie”;win-win.
Krietner/Kinicki, 2009
Integrative NegotiationSteps
1. Clarify Interests
2. Identify options
3. Design alternative deal packages
4. Select a Deal
5. Perfect the deal
Jointly
1. Discuss respective needs
2. Discuss respective elements of value
3. Exchange deal packages
4. Discuss and select from feasible deal packages – be creative
5. Discuss unresolved issues; build relationships for future negotiations; put in writing
Separately
1. Identify tangible and intangible needs
2. Identify elements of value
3. Mix and match elements of value into different deals
4. Analyze deal packages proposed
Krietner/Kinicki, 2009
Unethical Tactics• Lies• Exaggerated praise• Deception• Weakening the opponent• Strengthening one’s own
position• Nondisclosure• Information exploitation• Change of mind• Distraction• Maximization
Krietner/Kinicki, 2009
What Do You ThinkBefore entering a negotiation with a client over the price of his company’s service, Ben thinks about the client’s interests and his company’s interests. He then brainstorms several options that would satisfy both needs. The approach Ben is taking represents:
a. Integrative negotiation
b. Distributive negotiation
c. “I win, you lose” negotiation
d. Compromise negotiation
Krietner/Kinicki, 2009
Managing Conflict Tips• Speak your mind and
heart• Listen well• Express strong feelings
appropriately• Remain rational for as
long as you can• Review what has been
said• Learn to give and take• Avoid all harmful
statementsHR Magazine, May 2005, pg. 10