Workplace Conflict PDF - MGMT 1500 Chapter 11 - 2021

Workplace Conflict Organizational Behaviour MGMT 1500 Chapter 11  Today Group Assignment Pointers Chapter 11 Upcoming Activity 3 (3%) © 2021 McGraw-Hill Limited. Slide 2  Path to a Hig...

Workplace Conflict Organizational Behaviour MGMT 1500 Chapter 11  Today Group Assignment Pointers Chapter 11 Upcoming Activity 3 (3%) © 2021 McGraw-Hill Limited. Slide 2  Path to a Higher Grade Only use course content up to an including Chapter 11 (today), except Chapter 7. Any other content receives no credit. This is an OB case, not a marketing or supply chain case. You can acknowledge finance issues of decisions e.g. high cost but otherwise stick to OB concepts. Use specific course theories when discussing events and making recommendations Ensure the deliverable is cohesive. One team report with clear alignment on key problems and solutions. Should not read like 4 different perspectives. Follow all other instructions. © 2021 McGraw-Hill Limited. Slide 3  Team Expectations Teammates have authority to assign a grade of 0 Keep all copies of communication Warn teammates when at risk of 0 Avoid these behaviours: not responding to team messages or within 24-48h only showing interest in helping in last few days claiming to be ‘too busy’; if you are too busy, it’s up to you to come up with a solution to ensure you contribute. The team does not sort out your participation and contribution not adapting to team majority decisions and processes any other counterproductive behaviours © 2021 McGraw-Hill Limited. Slide 4  Learning Objectives 1. Define conflict and debate its positive and negative consequences in the workplace. 2. Distinguish task from relationship conflict and describe three strategies to minimize relationship conflict during task conflict episodes. 3. Describe six structural sources of conflict in organizations. 4. Outline the five conflict-handling styles and discuss the circumstances in which each would be most appropriate. 5. Apply the six structural approaches to conflict management and describe the three types of third- party dispute resolution. 6. Discuss activities in the negotiation preparation, process, and setting that improve negotiation effectiveness. © 2021 McGraw-Hill Limited. Slide 5 What is Conflict? Conflict is a behavioural process resulting from one part perceiving that its interests are being opposed or negatively affected by another party. McShane/Steen/Tasa Canadian OB9e © 2015 by McGraw-Hill 6 Education. All rights reserved.  Is Conflict Good or Bad? © 2021 McGraw-Hill Limited. Slide 7  Is Conflict Good or Bad? Negative Outcomes Positive Outcomes Lower performance. Better decision making. Tests logic of arguments. Higher stress, dissatisfaction, Questions assumptions. turnover. Generates creative thinking. Less information sharing and Agreement coordination. Stronger relationships / More organizational politics. mutual understanding / Wasted resources. cohesion Weaker team cohesion Better competency at (when conflict within team). conflict management © 2021 McGraw-Hill Limited. Slide 8  Emerging View: Task versus Relationship Conflict Task conflict. Focuses exclusively on quality of ideas/arguments Shows respect for all participants Avoids critiquing opponent’s competence, intelligence, values Relationship conflict. Focuses on (critiques) opponent’s experience, intelligence, credibility Invalidate ideas indirectly by attacking the opponent, not the idea Relies on status, assertive behaviour Dysfunctional consequences: - Triggers defence mechanisms - Reduces trust: emphasizes interpersonal differences - Reduces motivation to communicate: escalates conflict © 2021 McGraw-Hill Limited. Slide 9  Minimizing Relationship Conflict during Task Conflict Goal: encourage task conflict, minimize relationship conflict. 1. Emotional intelligence. Better at regulating emotions, less hostility Better at reframing other’s hostility 2. Team development. Better mutual understanding Fewer misperceptions about others High cohesion: motivation to minimize relationship conflict 3. Psychological safety-based team norms. Perceived safety to constructively disagree Norms encourage respect, show interest, open-minded © 2021 McGraw-Hill Limited. Slide 10  Structural Sources of Conflict - Open Offices Open-plan and non-territorial workspaces have been fuelling workplace conflict, most of which occurs as subtle irritation and resentment among co-workers. Differentiation / Scarcity - Personal Space © 2021 McGraw-Hill Limited. Slide 11 ©Jacob Lund/Shutterstock  Structural Sources of Conflict Incompatible One party’s goals perceived to interfere Goals with other’s goals Different values, personality, motivation Differentiation Explains cross-cultural, generational, merger conflict Conflict increases with interdependence Interdependence Parties more likely to interfere with or fail each other © 2021 McGraw-Hill Limited. Slide 12 ©Jacob Lund/Shutterstock  Structural Sources of Conflict Scarce Motivates competition for the resource, Resources jealousy over those who receive it Ambiguous Creates uncertainty, threatens goals Rules Encourages political behavior Lacking ability or motivation to express Communication disagreement in diplomatic terms Problems Emotional language, non-verbal cues Poor listening skills © 2021 McGraw-Hill Limited. Slide 13 ©Jacob Lund/Shutterstock  Interpersonal Conflict Handling Styles © 2021 McGraw-Hill Limited. Slide 14 Access the text alternate for slide image.  Conflict Handling Styles Contingencies (1 of 3) 1. Problem solving (win-win) Best when: - Interests are not perfectly opposing - Parties have trust/openness - Issues are complex Problems: time, complexity 2. Forcing (win-lose) Best when: - Quick resolution required - Your position has stronger logical or moral foundation Problems: preserving relationships © 2021 McGraw-Hill Limited. Slide 15  Conflict Handling Styles Contingencies (2 of 3) 3. Avoiding (smooth over / steer clear) Best when: - Conflict is emotionally-charged (relationship conflict) - Parties want to maintain harmony - Cost of resolution outweighs its benefits Problems: conflict unresolved; causes frustration/uncertainty 4. Yielding (giving in / no reciprocation) Best when: - Issue is less important to you than other party - Value/logic of your position is imperfect - Other party has much more power Problems: increases other’s expectations going forward © 2021 McGraw-Hill Limited. Slide 16  Conflict Handling Styles Contingencies (3 of 3) 5. Compromising (middle ground) Best when: - Single issue conflict with opposing interests - Parties lack time or trust for problem solving - Parties want to maintain harmony - Parties have equal power Problems: Sub-optimal solutions Often seen with unions © 2021 McGraw-Hill Limited. Slide 17  Choosing the Best Style How critical is time? How important is the issue? How complex is the issue? Is a long-term solution needed? How important is the relationship? What is the relative power of the parties involved? © 2021 McGraw-Hill Limited. Slide 18  Discussion/Reflection Question A trusted work colleague comes to your office to tell you they overheard your manager tell another manager that you are difficult to work with and have “an attitude”. What conflict-handling style would you use? © 2021 McGraw-Hill Limited. Slide 19  Cultural and Gender Differences in Conflict-Handling Styles Cultural differences Conflict handling preferences vary across cultures Example: more avoidance style in collectivist cultures Gender differences Men use more (women less) forcing style Female managers use more avoiding style Women use slightly more problem solving, compromising, yielding Reasons: motivation or expectations to protect relationships © 2021 McGraw-Hill Limited. Slide 20  Structural Approaches to Conflict Management 1. Emphasize superordinate goals - Focus on common goals - Reduces goal incompatibility and may reduce differentiation Example - Sales wants a product launched early to drive revenue - Product development wants time to test a product to make sure it works perfectly - What priorities/values drive the organization? © 2021 McGraw-Hill Limited. Slide 21  Structural Approaches to Conflict Management 2. Reduce differentiation - Create common experiences - Methods: meaningful interaction, rotating staff through departments/regions, build a strong culture Example - International assignments - Cross-department teams / projects - Team building: goal/challenge © 2021 McGraw-Hill Limited. Slide 22  Structural Approaches to Conflict Management 3. Improve communication and understanding - Clearer awareness of and respect for one another’s situation - Methods: daily interaction, Johari Window - Warning: Need to first reduce differentiation Example - Integrate Live interaction (vs remote work) - (Reverse) Mentoring - Skill training – listening and communication © 2021 McGraw-Hill Limited. Slide 23  Structural Approaches to Conflict Management 4. Reduce interdependence - Create buffers - Use integrators - Combine jobs into one Example - Timing buffers to deliver work - Marketing Managers → Business Managers - Task identity: complete task from beginning to end © 2021 McGraw-Hill Limited. Slide 24  Structural Approaches to Conflict Management 5. Increase or share resources - Weigh costs versus conflict - Create objective system to share resources Example - Budget increases - Additional time - More help (people) 6. Clarify rules/procedures - Establish rules - Clarify roles, responsibilities, schedules, etc © 2021 McGraw-Hill Limited. Slide 25  Upcoming… Review Chapter 11 Next: (break) Activity 3 Next Week: - Leadership / Decision Theory - Extra Credit 2 Leadership homework due July 28 Group Assignment due August 4 ©McGraw-Hill Education.