mgmt 2103 ch 14 conflict and negotiations(1) (1).pptx

Chapter 14: Managing Conflict and Negotiation s University of Arkansas, College of Business, Department of Management Dr. Elizabeth Miller Chapter 14 Learning Objectives Describe contemporary conflict. Differentiate conventional forms of work-related conflict. Explain common forms of contemporary wo...

Chapter 14: Managing Conflict and Negotiation s University of Arkansas, College of Business, Department of Management Dr. Elizabeth Miller Chapter 14 Learning Objectives Describe contemporary conflict. Differentiate conventional forms of work-related conflict. Explain common forms of contemporary work-related conflict. Apply your knowledge to manage conflict. Implement your negotiation skills. Describe the implications of managing conflict and Negotiating Salaries and Rai ses Implicitly, employers are incentivized to lower labor costs, workers are incentivized to maximize earnings Fewer than 40% of workers negotiate salaries 46% of men vs 34% of women 45% 18-34 year olds, 40% 35-54 year olds, 30% 55+ 84% of those who negotiate receive more pay Negotiating in a new job: Know the market rate Know your vale What’s in it for your employer? Be honest Don’t go first Consider benefits Negotiating a pay raise: Ask current colleagues Ask former colleagues Ask recruiters What is conflict? Conflict is the energy created by the perceived gap between what we want and what we’re experiencing Pervasive part of the human experience At work, it can reduce productivity, cause project failure, stress, reputational damage Want Gap The gap is the conflict (ENERGY) Reality Functional vs. Dysfunctional Conflict Functional Dysfunctional Constructive. Threaten or diminish an organizations interests. Cooperative. Consultative interactions. Focus on the issues. Mutual respect. Give and take. Absenteeism. Turnover. Litigation. Relationship between conflict intensity and outcomes Common Causes of Conflict Personality differences. Poor communication. Irritating workplace behaviors. Difference in work methods. Unmet needs. Perceived inequities of resources and policies. Unclear roles. Competing responsibilities. Change. Poor management. Warning signs of conflict escalation: Tactics change: move from light to heavy tactics The number of issues grows. Issues move from specific to general: specific problems move into general dislike or intolerance for the other party/parties The number of parties grows: more people and groups are drawn into the conflict Goals change: moves from the goal of doing well/resolving conflict to winning and even hurting the other person/group Conflict Avoidance Avoidance of conflict can occur for myriad reasons—good and bad. Fear of rejection, harm, damage to or loss of relationships, desire to avoid saying the wrong thing, anger, being seen as selfish, failing, hurting someone else Avoiding conflict doesn’t make it go away; it is more likely that the situation will continue or escalate By managing conflict, many desirable outcomes can emerge. Agreement, Stronger relationships, Learning Conflict avoidance is a common reason qualified employees are passed over for management and executive positions. Example Question: Which of the following statements about conflict is NOT true? A. Dysfunctional conflict threatens an organization’s interests. B. People avoid conflict due to a fear of damaging relationships. C. Functional conflict can promote creative problem solving. D. All conflict is negative. E. Organizations can suffer from either too little or too much Conventional Forms of Conflict Personality conflict: an interpersonal opposition based on personal dislike or disagreement. Can turn into bullying, create strain and poor health in workers Intergroup conflict: conflict among work groups, teams, and departments Threat to individual and organizational effectiveness Approaches to Intergroup Conflict Contact hypothesis: The more members of different groups interact, the less intergroup conflict they experience. Quality contact matters from the in-group’s perspective. Research indicates that contact matters, quality contact matters more, but both matter most from the in-group’s perspective. Intergroup friendships are desirable, but negative intergroup interactions readily overpower them. Conflict resolution: Work to eliminate specific negative interactions. Conduct team building. Encourage and facilitate friendships via social events. Foster positive attitudes (e.g. empathy and compassion). Avoid or neutralize negative gossip resolution. Be a role model. Approaches to Intergroup Conflict Psychologically safe climate: Shared belief held by team members that the team: Is a safe place for interpersonal risk-taking. Captures a sense of confidence that the team will not embarrass, reject, or punish someone for speaking up. Foster a psychologically safe climate by: Frame work as a learning problem, not a performance problem Assuring leaders are inclusive and accessible. Hiring and developing employees who are comfortable expressing their ideas and are receptive to those others express. Celebrating and reinforcing the value of differences between group members and their ideas. Example Question Carol is the manager of the marketing department for Bells Corporation. She observed an employee group stereotyping other groups as all alike. What is likely happening with this group? A. There are personality conflicts. B. The group has become too cohesive. C. The group succumbed to the contact hypothesis. D. The group views outsiders as friends. E. Group members do not view the group as a safe place to express opinions. Work-Life Conflict Work-life conflict: the perception that expectations and demands between work and nonwork roles are mutually incompatible. Negatively impact important outcomes in the work organization and life, lower job and career satisfaction, job performance, martial and family satisfaction. How workplace organizations & management can address work-life balance issues: Flexspace: when policies enable employees to work from different locations besides the office. Flextime: flexible scheduling, either when work is expected to be completed (e.g., deadlines) or during particular hours (e.g., 10–5, or anytime today). Family supportive culture (however, issues with this) Must consider gender in general and parenthood specifically However, parenthood status is not enshrined in law as a protected class Breastfeeding has protections Mindful of motherhood penalty, fatherhood bonus, father time off/reduced work hours penalty, FMLA This is done with data – look at org patterns as a whole, develop new policies, mindful of anti- Incivility & Bullying Incivility: Any form of socially harmful behavior. Bullying: Different from other forms of incivility. Aggression. Interpersonal deviance. Social undermining. Most often evident to others. Affects even those that are NOT bullied. Has group-level implications. Interactional justice. Harassment. Cyber-bullying Abusive supervision. Bullying. Caused by both individuals and employers. Catastrophic to teamwork Norms for face-to-face interactions Less so for digital, especially email, Slack, social media policies Absence of non-verbal cues Book also talks about harassment (discrimination based on protected class—we’ve gone over this multiple times, but you still need to know for exam #4) Causes, Forms, and Outcome s of Incivility at Work Anti-Bullying Strategies for Groups and Organizations Develop a workplace bullying strategy Encourage open and respectful communication Identify and model appropriate ways for people to interact with colleagues Develop and communicate a system for reporting bullying Identify and resolve conflicts quickly Train employees on conflict management Enforce clear consequences for bullying behavior Train on bystander intervention Example Question: Pablo, the COO at Happy Travel Agency, read some posts on Facebook concerning employees who were bullied at the agency. Pablo would like to correct the situation. He should do all of the following EXCEPT: A. consider what it is like to be bullied. B. develop a workplace bullying policy. C. send an e-mail to all employees that names the employee being bullied and demands that it stops. D. communicate the social media policy to all employees. Programmed Conflict What is programmed conflict? Conflict that raises different opinions regardless of the personal feelings of the managers. Based on relevant facts Avoiding personal or political preferences Gets contributors to defend or criticize ideas based on relevant facts rather than personal preference or political interest. Role-playing Two techniques: devil’s advocacy and the dialectic method Research shows both are more effective than consensus decision-making. Devil’s Advocacy 1. A proposed course of action is generated 2. A devil’s advocate (individual or group) is assigned to criticize the proposal 3. The critique is presented to key decision-makers 4. Any additional relevant information is gathered 5. The decision is made 6. The decision is monitored The Dialectic Decision Method 1. A proposed course of action is generated 2. Assumptions underlying the proposal are identified 3. A conflicting counterproposal is generated based on different assumptions 4. Advocates of each position present and debate the merits of their proposals before key decision makers 5. The decision to adopt either position, or some other position (a compromise) is taken 6. The decision is monitored Conflict Handling Styles Integrating (problem solving): interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution. Obliging (smoothing): people show low concern for themselves and a great concern for others. Dominating: high concern for self and low concern for others, often characterized by “I win, you lose” tactics. Avoiding: passive withdrawal from the problem and active suppression of the issue are common. Look at table 14.7 in textbook for situations where these styles are appropriate and inappropriate Compromising: give-and-take approach with a moderate concern for both self and others. Negotiation is a give-and-take decision-making process between two or more parties with different perspectives. It’s not a conflict; it’s an art, skill, task, or even a game! Two basic types: Distributive negotiation: a single issue—a “fixed pie”—in which one person gains at the expense of another (win-lose approach); position-based Zero-sum Integrative negotiation: a negotiation in which multiple interests are considered, resulting in a satisfying agreement for all parties. (win-win); interest-based Collaborative, problemsolving. Negotiatio n Key Characteristics of Position and Interest-Based Negotiation Questionable and Unethical Tactics in Negotiation