Managing Conflict and Negotiating Chapter Eleven McGraw-Hill/Irwin © 2012 The McGraw-Hill Companies, Inc All rights reserved Copyright © 2012 by The McGraw-Hill Companies, Inc All rights reserved After reading the material in this chapter, you should be able to: LO11.1 Define the term conflict, distinguish between functional and dysfunctional conflict, and identify three desired outcomes of conflict LO11.2 Define personality conflicts, and explain how they should be managed LO11.3 Discuss the role of in-group thinking in intergroup conflict, and explain what can be done to avoid cross-cultural conflict LO11.4 Define work-family conflict and describe what can be done to manage it 11-2 After reading the material in this chapter, you should be able to: LO11.5 Explain how managers can program functional conflict, and identify the five conflict handling styles LO11.6 Identify and describe at least four alternative dispute resolution (ADR) techniques LO11.7 Draw a distinction between distributive and integrative negotiation, and explain the concept of added-value negotiation 11-3 Major Trends that Make Conflict Inevitable Constant change Greater employee diversity More teams (virtual and self-managed) Less face-to-face communication Global economy with increased crosscultural dealings 11-4 A Modern View of Conflict Conflict process in which one party perceives its interests are being opposed or negatively affected by another party 11-5 Functional versus Dysfunctional Conflict Functional conflict characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take Also called constructive conflict Dysfunctional conflict threatens organization’s interests 11-6 Situations That Produce Functional or Dysfunctional Conflict 11-7 Question? As a manager of a forty-five person department, Connie has always heard that there are certain situations that produce more conflict than others She is interested in learning about these situations so she can carefully read early warnings and take appropriate actions Which of the following is not an antecedent of conflict? A.Inadequate communication B.Organizational simplicity C.Decision making by consensus D.Unmet expectations 11-8 Why People Avoid Conflict 11-9 Desired Outcomes of Conflict Agreement Stronger relationships Learning 11-10 Five Conflict Handling Styles 11-26 Alternative Styles for Handling Dysfunctional Conflict Integrating 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 11-27 Question? In handling conflict, Jorge believes that interested parties must confront the issue and cooperatively identify the problem, generate and weigh alternative solutions, and select a solution Jorge can be described as advocating which conflict handling style? A.Obliging B.Integrating C.Dominating D.Avoiding 11-28 Alternative Styles for Handling Dysfunctional Conflict Obliging (Smoothing) tends to minimize differences and highlight similarities to please the other party Appropriate when it is possible to get something in return 11-29 Alternative Styles for Handling Dysfunctional Conflict Dominating (Forcing) relies on formal authority to force compliance Appropriate when an unpopular solution must be implemented 11-30 Alternative Styles for Handling Dysfunctional Conflict Avoiding involves either passive withdrawal from the problem or active suppression of the issue Appropriate for trivial issues 11-31 Alternative Styles for Handling Dysfunctional Conflict Compromising give-and-take approach involves moderate concern for both self and others Appropriate when parties have opposite goals 11-32 Third Party Interventions: Alternative Dispute Resolution Alternative Dispute Resolution avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration 11-33 Alternative Dispute Resolution Facilitation Conciliation Peer review Ombudsman Mediation Arbitration 11-34 Question? Fredhandbag Photography has created a panel of trustworthy employees to decide on disputes at the company This is called _ A.Mediation B.Facilitation C.Conciliation D.Peer review 11-35 Negotiating Negotiation give-and-take decision-making process involving interdependent parties with different preferences Two types: Distributive Integrative 11-36 Added-Value Negotiation Added-Value Negotiation cooperatively developing multiple-deal packages while building a productive long-term relationship 11-37 Steps in Added-Value Negotiation 11-38 Negotiating Your Salary Know the market rate Consider the economy Know your own value Be honest Don’t go first Consider benefits, too Look at the long term 11-39 Video: Toxic Coworkers Annoying coworkers can be found in every organization How can you turn these situations around to have good outcomes result? Is the conflict being described here functional or dysfunctional? Why? Do you think there are there more annoying people today than in the past, or are we just more sensitive to our working environment? What different types of conflict did you pick up on being described in the video? 11-40 ... LO11.1 Define the term conflict, distinguish between functional and dysfunctional conflict, and identify three desired outcomes of conflict LO11.2 Define personality conflicts, and explain how they... affected by another party 11-5 Functional versus Dysfunctional Conflict Functional conflict characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and. .. supervisor out of the conflict loop, especially if the dysfunctional conflict persists 11-14 Intergroup Conflict Intergroup conflict conflict among work groups, teams, and departments Too much