Managing Conflict and Negotiation PPT #10 Final Flashcards
Nature of Organizational Conflict
Conflict can range from minor disagreements to workplace violence:
- Some disagreement is healthy and expected
- Keeping conflict functional, and choosing the best resolution strategy is key
Levels of Conflict
Inner to outer circles: Individual – Dyadic (between 2 people) – Groups
Outcomes of conflict
Pros:
* Stimulates creativity and provide Better Ideas
* Identification of necessary changes
Cons:
* Takes up valuable energy and Wastes resources
* Threaten psychological wellbeing
* Can foster mistrust
Leveraging Functional Conflict Balance Scale
Functional Conflict: Too much conflict can lead to dysfunctional conflict (aggressive and bad conflict)
* Voicing differences of opinions
* Engaged minds
* Thoughtful consideration of alternatives
Agreement: Too much can lead to complacency (avoiding conflict and too much agreement)
* Cohesiveness
* High affiliation
Causes of conflict in organizations
Structural:
* Limited resources
* Interdependence; relying on others
* Goal differences
Individual:
* Personalities
* Differing perspectives
* Differences in values
* Poor communication
Avenues for working with conflict
Ways to manage:
* Appeal to higher goals; focus on team obj
* Address process issues; clarify workflow
* Change structure; reorganize teams and team dyamics
* Provide more resources; more time and tools
* Provide education on CM; teach how to handle conflict
* Change personnel; reassign individuals to improve fit
Resolving conflict – layers of consideration
Team Design:
* Are goals shared?
* Does the team have sufficient resources?
* Are rewards aligned?
Team Process Coaching:
* Aimed at improving how the team generally works together
* E.g., developing member skills, improving communication & active listening
Conflict Process Coaching:
* Focused on improving the quality of the conflict
* E.g., trust-building, structured debate, appointing a devil’s advocate
Behavioral Intervention:
* Focused on changing behaviors of specific individuals on the team
* E.g., Helping them become more tolerant, helping them to become more articulate and calm when sharing their perspective
Styles of conflict management and their use in appropiate situations
Competition/Forcing – Top left of the graph; quick action is vital
Collaboration– Top right of the graph; to gain commitment with consensus
Avoidance – Bottom left of the graph; the issue is trivial
Accommodation – Bottom right of the graph; when you’re wrong, or if the outcome is less important to you than relational considerations
Compromise (negotiation)– Middle of the graph; opponents have equal power and hold mutually exclusive goals
Emotional Intelligence in Conflict Management
Self-Awareness
* What am I feeling?
* What’s really driving my concern?
Self-Management
* Where can I be flexible?
* How can I remain calm?
Social Awareness
* What is [Joe] likely feeling/thinking?
* Who else has a stake in this?
Relationship Management
* What are our shared goals?
* How can I inspire [Joe] to help me find a solution?
Negotiation: Distributive vs. Integrative
Distributive: Usually, 1 party focuses on their own personal gain in an agreement and are not seeking a mutual agreement (Win-Lose Negotiation)
Integrative: All parties are work together to seek a solution that is mutually beneficial (Win-Win Negoiation)
Determining your BATNA:
Best
Alternative
To a
Negotiated
Agreement
The ability to identify a negotiator’s best alternative to a negotiated agreement
It is defined as the most advantageous alternative that a negotiating party can take if negotiations fail, and an agreement cannot be made.
Arbitration, Mediation, Arbitration-Mediation
Mediation:
* Neutral person or party gets involved
* Facilitates conversation
* Helps parties reach a decision, they do not make a decision
Arbitration:
* Neutral 3rd party is involved, makes final decision
* Aribitor has decision making power, think like a judge
Arbitration-Mediation:
* Arbitrator makes a decision first (kept secret)
* Parties try to resolve on through mediation first
* If parties can’t agree than aribitor reveals decision they made at the start and enforces it
