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

A Modern View of Conflict

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

11-4

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 organizations interests.

11-5

Situations That Produce Functional or Dysfunctional Conflict

11-6

Four Major Forms of Conflict

personality conflict work-family conflict intergroup conflict cross-cultural conflict

11-7

Major Forms of Conflict

Workplace incivility
low-intensity deviant behavior intended to harm the target person in ways that violate norms of mutual respect. rudeness or a lack of regard for another person

11-8

How to Deal With Personality Conflicts

11-9

WorkFamily Conflict
Workfamily conflict
occurs when the demands of ones work role conflicts with those of the family role

11-10

Managing conflict Programming Functional Conflict

Programmed Conflict
encourages different opinions without protecting managements personal feelings.

11-11

Techniques for Stimulating Functional Conflict: Devils Advocacy and the Dialectic Method

11-12

Five Conflict Handling Styles

11-13

Third Party Interventions: Alternative Dispute Resolution

Alternative Dispute Resolution
avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration

11-14

Negotiating
Negotiation
give-and-take decision-making process involving interdependent parties with different preferences

Two types:
Distributive Integrative

11-15

Added-Value Negotiation
Added-Value Negotiation
cooperatively developing multiple-deal packages while building a productive long-term relationship

11-16