CHAPTER 11  Substantive conflict - Conflict that involves work

content, tasks, and goals. Sometimes referred to as

The Nature of Conflict task conflict.
 Conflict - The process in which one party perceives  Procedural conflict - Conflict that arises over
that its interests are being opposed or negatively responsibilities and how work should be completed.
affected by another party. Sometimes referred to as process conflict.
 Dysfunctional conflict - Conflict that is detrimental to
organizational goals and objectives. Causes of Conflict
 Functional conflict - Conflict that is beneficial to  Structural factors - Increased specialization;
organizational goals and objectives. Interdependence among parties; Physical layout;
Centralization versus decentralization
Effects of Conflict on Individuals  Communication – Too little or too much
• Anger  Cognitive factors - Differing expectations; Perceptions
• Hostility of the other party
• Frustration  Individual characteristics – Personality; Value
• Stress differences; Goals
• Guilt  History - Past performance; Previous interactions
• Low job satisfaction
• Embarrassment Conflict Outcomes
 Lose-Lose – neither party gets what was initially
Effects of Conflict on Behavior desired.
• Reduced motivation and productivity  Win-Lose or Lose-Win – only one party’s concerns are
• Avoidance of other party satisfied and the other party’s concerns are not.
• Emotional venting  Compromise – both parties give up something in order
• Threats to receive something else.
• Aggression (psychological or physical)  Win-Win – both parties get what they want.
• Quitting
• Absenteeism Assertiveness-refers to the extent to which a party tries to satisfy
• Biased perceptions his or her own concerns.
• Stereotyped thinking Cooperativeness refers to the extent to which a party attempts to
• Increased commitment to one’s position satisfy the other party’s concerns.
• Demonizing others
Responses to Conflict
Effects of Conflict on Interpersonal Relationships  Competing – An attempt to satisfy personal needs at
• Distrust the expense of the other person. Also called forcing or
• Misunderstandings dominating. Often used in the form of formal
• Inability to see others’ perspectives authority, physical threats, manipulation, etc. You feel
• Questioning of others’ intentions vindicated, but the other party feels defeated.
• Changed attitudes towards others  Accommodating – Opposite of competing. Satisfies the
• Changed amount of power other party’s concerns while neglecting your own. Can
• Changed quality of communication be used when one party believes it is impossible to
• Changed amount of communication win.
 Avoiding – Neglects the interests of both parties.
Functional Consequences/Potential Benefits of Conflict Sidesteps the conflict or postpones a solution. Can be
 Improved Problem Solving effective when allowing emotions to cool down or as a
 Facilitation of Change means of delaying a decision until effective solutions
 Enhanced Morale and Cohesion can be found.
 Stimulation of Creativity  Compromising – Intermediate response while trying to
 Spontaneity in Communication bring partial satisfaction for both parties. Parties may
seek expedient, not effective, solutions. Can result in
Types of Conflict game playing and encourages requests for more than
 Personal conflict - Conflict that arises out of personal what is needed. Each party gives up something but
differences between people, such as differing goals, gets something in return.
values, or personalities. Sometimes referred to as  Collaborating - Attempts to fully address the concerns
relationship conflict. of both parties. Does not seek to assign blame.
Solution is satisfactory to both parties. Problem is likely
to be resolved.
Negotiation - A process by which parties with different
preferences and interests attempt to agree on a solution.
Furthermore, the parties are committed to achieving a peaceful
means of dispute resolution.
• Often requires parties to compromise, thus changing
their original positions
• Parties must bargain in good faith
• Requires managers to build their skills in negotiation
• Power underlies all conflict situations, and is critical to
resolving the conflict
Negotiation Strategies
 Distributive Bargaining – a negotiation where one
party’s goals are in direct conflict with the goals of
another party.
 Integrative Bargaining – a negotiation strategy where
the nature of the problem permits a solution that is
attractive to both parties – in other words, a win-win
outcome.
The Negotiation Process
 Preparation. Prior to any negotiation, each party
outlines the specific goals he or she hopes to achieve.
At this point, negotiators must determine their best
alternative to a negotiated agreement (BATNA). This is
the least that the negotiator is willing to accept.
 Determining the negotiation process. Determine the
timeline, place, and structure of the negotiations. At
this point it should also be clarified who will be present
during the negotiation process.
 Negotiating the agreement. During this stage the
actual negotiation takes place and negotiation
strategies and tactics are chosen and employed.
 Closing the deal. At this stage both parties should be
quite clear about the conclusion of the negotiations
and the particulars of the final agreement.
Salary negotiation - classic case of conflict
Power- The ability of those who hold it to achieve outcomes they
desire. The ability of one person to get another person to do
something that he or she would not normally do. Persuasion is
often the exercise of power.
Bases of Power
 Legitimate Power – Power derived from the position
one holds in the organization; also known as formal
authority.
 Reward Power – Power resulting from the ability to
provide others with desired outcomes.
 Coercive Power – Power resulting from the ability to
punish others.
 Expert Power – Power resulting from special expertise
or technical knowledge.
 Referent Power – Power resulting from others’ desire
to identify with a person – also known as charismatic
power.
Organizational Politics
• Behavior that is directed toward furthering one’s own
self-interests without concern for the interests or well-
being of others
• Goal of political behavior is to exert influence on
others
• Most managers and associates (70%) feel they have
been harmed by political behavior of others
• Fewer managers and associates (45%) feel they have
gained power and influence by acting politically
Levels of Politics
 Individual- An associate who uses politics to suit his or
her best interests – taking sole credit for a group
project for example
 Group- Often in the form of coalitions – a group whose
members act together to actively pursue a common
interest
Political Tactics
 Rational persuasion - Use logical arguments or factual
information to persuade targets that the persuader’s
request will result in beneficial outcomes, ignoring
potential disadvantages.
 Consultation - Get the target to participate in the
planning or execution of whatever the politician wants
accomplished.
 Personal appeal - Focus on the target’s loyalty or
affection immediately prior to asking for his or her help
in doing something.
 Ingratiation - Make the target feel good by flattering or
helping him or her.
 Inspirational appeal - Appeal to the targets’ important
values and ideals.
 Exchange - Volunteer a favor in order to gain a favor in
return.
 Coalition - People with common interests join together
to pursue their common interest.
 Legitimizing - Make a request seem legitimate or
official.
 Pressure - Use threats, nagging, or demands to
influence targets.
Political Skill- The ability to effectively understand others at
work and to use this knowledge to enhance one’s own
objectives. People with strong political skills:
• Find it easy to imagine themselves in others’ positions
or see their points of view
• Can understand situations, determine the best
response and adjust their behavior accordingly
• Develop large networks and are known by many
people
• Easily gain cooperation of others
• Make others feel at ease