conflict and negotiation in the workplace

conflict

process in which one party perceives that its interests are being opposed or negatively affected by another party

nature of conflict

when one party perceives their interests are threatened by another

based on perceptions, not intentions

negative outcomes

• lower performance

• higher stress, dissatisfaction, turnover

• less info sharing and coordination

• more organizational politics

• wasted resources

• weaker team cohesion

positive outcomes

• better decision making

• more responsive to changing enviro

• stronger team cohesion

task conflict

focuses on quality of ideas/arguments

relationship conflict

focus on personal characteristics (not issues) as source of conflict

emotional intelligence

team development

psychological safety team norms

minimizing relationship conflict during task conflict

conflict perceptions

conflict sources lead to

manifest conflict

occurs through behaviors and decisions

cyclical

conflict process is …

conflict escalation

can occur through negative emotions and behaviors

incompatible goals

differentiation

interdependence

scarce resources

ambiguous rules

communication problems

structural sources of conflict in organizations

incompatible goals

occurs when goals of one person/dept seem to interfere w another person’s/dept's goals

differentiation

arises from differences in beliefs, values, and preference

explains cross-cultural, generational, merger conflict

sources include childhood socialization, gender, ethnicity, occupation, personal values, personality

interdependence

conflict increases w ___

risk of conflict increases w level of ___

scarce resources

create a competition for the resources

ambiguous rules

create uncertainty, threatens goals

encourage political behaviors

communication problems

poorly stated msgs escalate conflict

problem solving

forcing

avoiding

yielding

compromising

interpersonal conflict-handling styles

problem solving

win win orientation

resources are expandable if both parties collaborate

emphasizes info sharing, cooperation, creativity to identify common ground

forcing

win lose orientation

quick resolution is required

your position has a stronger logical or moral foundation

avoiding

low low concern

conflict is emotionally charged

parties want to maintain harmony

yielding

giving in

issue is less important to you than the other party

value/logic of your position is imperfect

parties want to maintain harmony

other party has much more power

compromising

single issue conflict w opposing interests

parties lack time or trust for problem solving

parties want to maintain harmony

parties have equal power

cultural and gender differences

conflict handling styles

cultural differences

conflict handling preferences vary across cultures

1. emphasize superordinate goals

2. reduce differentiation

3. improve communication and understanding

4. reduce interdependence

5. increase resources

6. clarify rules/procedures

structural approaches to conflict management

1. emphasize superordinate goals

focus on common goals

reduces goal incompatibility and may reduce differentiation

2. reduce differentiation

create common experiences

methods: meaningful interaction, rotating staff through departments/regions, building a strong culture

3. improve communication and understanding

clearer awareness of and respect for one another’s situation

4. reduce interdependence

create buffers (employees who coordinate)

use integrators

combine jobs into one

5. increase resources

weigh costs vs conflict

6. clarify rules/procedures

establish rules

clarify roles, responsibilities, schedules

third party conflict resolution

any attempt by a relatively neutral person to help the parties resolve their differences

arbitration

high control over the final decision, low control over process

inquisition

control all discussions about conflict

high decision control, they determine how to resolve the conflict

mediation

high control over intervention process

main purpose is to manage process and context of interaction between disputing parties

negotiation

process where 2+ conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence

distributive approach

win lose

limited resources, “fixed pie” to be divided

maximize one’s own gains at the expense of the other party

single issue negotiations

integrative approach

win win

resources can be expanded; mutual gains possible

find creative solutions that benefit both parties

multiple issue negotiations

claiming value

aiming for best possible outcomes for yourself and your constituents

claiming value steps

1. prepare and set goals

1. know “best alternative to a negotiated settlement”

2. manage time

3. manage first offers and concessions

creating value

use problem solving to help both parties reach best outcomes

creating value steps

1. gather info

2. discover priorities through offers and concessions

3. build relationship

• location

• physical setting

• audience

situational influences on negotiations

location

easier to negotiate on your own turf

physical setting

seating arrangements, etc

audience

negotiators are more competitive and make fewer concessions when audience in watching