Organizational Behavior Handout #8 (BUS 203) PDF

ORGANIZATIONAL BEHAVIOR (BUS 203) HANDOUT # 8 Unit 8: Organizational Conflict CLO 4: Analyze the team effectiveness, power dynamics and influence tactics for enhancing problem solving capabilities of the organization. https://lms.lc.ac.ae/  Learning Objectives Define org...

ORGANIZATIONAL BEHAVIOR (BUS 203) HANDOUT # 8 Unit 8: Organizational Conflict CLO 4: Analyze the team effectiveness, power dynamics and influence tactics for enhancing problem solving capabilities of the organization. https://lms.lc.ac.ae/  Learning Objectives Define organizational conflict and explain the conflict process. Identify the sources of conflict. Define negotiations. Outline the situational influences on negotiations.  Conflict Defined The process in which one party perceives that its interests are being opposed or negatively affected by J. Tomaselli, Chicago Tribune another party. 3  The Conflict Process Conflict Sources of Conflict Manifest Outcomes Conflict Perceptions Goals Conflict Positive Values Conflict Style Decisions Cohesiveness Tasks Decisions Negative Resources Overt Turnover Rules Conflict Politics Behaviors Stress Communication Emotions 4 Sources of Conflict Goal Goals conflict with goals of others Incompatibility Different Values Different beliefs due to unique background, and Beliefs experience, training Caused by specialized tasks, careers Explains misunderstanding in cross-cultural and merger relations 5 Sources of Conflict Goal Incompatibility Three levels of interdependence Pooled Resource Different Values and Beliefs A B C Task Interdependence Sequential A B C Reciprocal A B C 6 Sources of Conflict Goal Incompatibility Different Values and Beliefs Task Interdependence Scarce Increases competition for resources to Resources fulfill goals Ambiguity Lack of rules guiding relations Encourages political tactics 7 Sources of Conflict Goal Incompatibility Different Values and Beliefs Task Interdependence Lack of opportunity --reliance on stereotypes Lack of ability Scarce Resources -- arrogant communication heightens Ambiguity conflict perception Lack of motivation Communication Problems -- conflict causes lower motivation to communicate, increases stereotyping 8 Conflict Perceptions Task-related conflict Conflict is aimed at issue, not parties Basis of constructive controversy Helps recognize problems, identify solutions, and understand the issues better Socioemotional conflict Conflict viewed as a personal attack Foundation of conflict escalation Leads to dissatisfaction, stress, and turnover 9 Conflict Emotions Win-win orientation You believe parties will find a mutually beneficial solution to their disagreement Win-lose orientation You believe that the more one party receives, the less the other receives Tends to escalate conflict, use of power/politics 10 3. Manifest conflict Conflict perceptions and emotions usually manifest themselves in the decisions and overt (openly) behaviors of one party toward the other. This may range from subtle nonverbal behaviors to warlike aggression. 11  Organizational Conflict Outcomes Dysfunctional outcomes Diverts energy and resources Encourages organizational politics Encourages stereotyping Weakens knowledge management Potential benefits Improves decision making Strengthens team dynamics 12 Conflict Management Styles High Forcing Problem-Solving Assertiven Compromising ess Avoiding Yielding Low High Cooperativeness 13 Choosing the Best Conflict Style Problem solving: tries to fi nd mutually benefi cial solution to the disagreement. Win – win orientation Often best because only style that seeks an optimal outcome Doesn’t work when interests perfectly opposing Diffi cult when parties lack trust/openness Avoiding: tries to smooth over or avoid confl ict situation altogether Best when socioemotional confl ict is high Problem: doesn’t resolve confl ict source, so may produce long-term frustration Yielding: involves giving in completely to the other side’s wishes. May be necessary when: 1. the other party has substantially more power 14 2. the issue is less important to you as to the other party Problem: Other party develops higher future expectations Choosing the Best Conflict Style (con’t) Forcing: tries to win the confl ict at the other’s expense Win – Lose orientation May be necessary when: 1. you know you are correct & dispute requires quick solution 2. the other party would take advantage of more cooperative strategies Problem: Fuels socioemotional confl ict Compromising: involves looking for a position in which you make concessions to some extent, matching other party’s concessions. Best when 1. little hope for mutual gain 2. both parties have equal power 3. both parties need to settle differences quickly Problem: “Good enough” solution that overlooks better solutions 15 Structural Approaches to Conflict Management 1 Emphasize common objectives rather than conflicting sub- goals Focus on common goals. Reduces goal incompatibility and may reduce differentiation. Reduce differentiation. Create common experiences , Common dress code and status Methods: meaningful interaction, rotating staff through departments/regions, build a strong culture. Improve communication and understanding. Informal gatherings, Formal dialogue sessions, Teambuilding activities Methods: daily interaction, Johari Window, intergroup mirroring. Structural Approaches to Conflict Management 2 Reduce interdependence. Create buffers. Use integrators. Combine jobs into one. Increase resources. Weigh costs versus conflict. Clarify rules/procedures. Establish rules. Clarify roles, responsibilities, schedules, etc. Situational Influences on Negotiations Location Physical Setting Time Investment and Deadlines © Corel Corp. With permission. Audience 18 SITUATIONAL INFLUENCES ON NEGOTIATIONS Location – It is easier to negotiate on your own turf because you are familiar with the negotiating environment and are able to maintain comfortable routines. Physical setting – the physical distance between the parties and formality of the setting can influence their orientation toward each other and the disputed issues. Time passage and deadlines – the more time people invest in negotiations, the stronger is their commitment to reaching an agreement. Time deadlines may be useful to the extent that they motivate the parties to complete negotiations. Audience characteristics – negotiators tend to act differently when their audience observes the negotiation or has detailed information about the process, compared to situations in which the audience19 sees only the end results. Know Your BATNA and Power Best alternative to a negotiated agreement (BATNA). Represents the estimated cost to you of walking away. Having more than one BATNA to a negotiation increases your power. Negotiation power. Higher with favorable sources and contingencies of power. Sources and contingencies of power also improve BATNA. fizkes/ShutterStock Negotiation Process; Gather Information Sharing information is essential for successful negotiations. Objective: discover other party's needs behind stated offers. Information gathering strategies: Listen closely to the other party. Ask questions. Pay attention to nonverbal communication. Summarize other party’s statements. Communicate your inner thoughts/reactions to other’s proposals. fizkes/ShutterStock Negotiation Process: Manage Concessions Concessions communicate priorities and motivation. Successful negotiators: Make fewer, smaller, and clearly-labeled concessions. State that the other party should reciprocate. Use multi-issue offers (not one issue at a time). fizkes/ShutterStock Negotiation Process: Time and Relationships Manage time. Deadline effect, exploding offers, escalation of time commitment. Build the Relationship (trustworthiness). Discover common backgrounds and interests. Manage first impressions. Signal trustworthiness. Show awareness of shared negotiation norms and expectations. Use emotional intelligence. fizkes/ShutterStock liwacollege.ae