Objectives Learning

OBJECTIVES LEARNING

AFTER THIS PRESENTATION WE WILL BE ABLE TO: 1. Define conflict. 2. Conflict Indicators 3. When Conflict is constructive. 4. When Conflict is destructive. 5. Differentiate between the traditional, human relations, and interactionist views of conflict. 6. Contrast task, relationship, and process conflict. 7. Outline the conflict process. 8. Describe the five conflict-handling intentions. 9. Contrast distributive and integrative bargaining.

O B J E C T I V E S (cont’d) LEARNING

7. Identify the five steps in the negotiating process. 8. Describe cultural differences in negotiations.

About Conflict  Conflict is when two or more values, perspectives and opinions are contradictory in nature and haven't been aligned or agreed about yet, including: 1. Within yourself when you're not living according to your values; 2. When your values and perspectives are threatened; or 3. Discomfort from fear of the unknown or from lack of fulfillment. Conflict is inevitable and often good, for example, good teams always go through a "form, storm, norm and perform" period. Getting the most out of diversity means often-contradictory values, perspectives and opinions.

Beginning of conflict  Poor communication  Seeking power  Dissatisfaction with management style  Weak leadership  Lack of openness  Change in leadership

Conflict indicators:             

Body language Disagreements, regardless of issue Withholding bad news Surprises Strong public statements Airing disagreements through media Conflicts in value system Desire for power Increasing lack of respect Open disagreement Lack of candor on budget problems or other sensitive issues Lack of clear goals No discussion of progress, failure relative to goals, failure to evaluate the superintendent fairly, thoroughly or at all.

Conflict is constructive when it:  Results in clarification of important problems and issues.  Results in solutions to problems  Involves people in resolving issues important to them  Causes authentic communication  Helps release emotion, anxiety, and stress  Builds cooperation among people through learning more about each other;  joining in resolving the conflict  Helps individuals develop understanding and skills

 Energizes work to be on the most appropriate issues.  Helps people "be real", for example, it motivates them to participate.  Helps people learn how to recognize and benefit from their differences. Conflict is not the same as discomfort. The conflict isn't the problem - it is when conflict is poorly managed that is the problem.

Conflict is destructive when it:         

Takes attention away from other important activities Undermines morale or self-concept Polarizes people and groups, reducing cooperation Increases or sharpens difference Leads to irresponsible and harmful behavior, such as fighting, name-calling Hampers productivity Lowers morale. Causes more and continued conflicts. Causes inappropriate behaviors

To Manage a Conflict Within Yourself - "Core Process"

 Name the conflict, or identify the issue, including what you want that you aren't getting. Consider: a. Writing your thoughts down to come to a conclusion. b. Talk to someone, including asking them to help you summarize the conflict in 5 sentences or less.  Get perspective by discussing the issue with your friend or by putting it down in writing. Consider: a. How important is this issue? b. Does the issue seem worse because you're tired, angry at something else, etc.? c. What's your role in this issue?

 Pick at least one thing you can do about the conflict. a. Identify at least three courses of action. b. For each course, write at least three pros and cons. c. Select an action - if there is no clear course of action, pick the alternative that will not hurt, or be least hurtful, to yourself and others. d. Briefly discuss that course of action with a friend

Transitions in Conflict Thought

Causes: Causes: •• Poor Poorcommunication communication •• Lack Lackofofopenness openness •• Failure Failureto torespond respondto to employee employeeneeds needs

Transitions in Conflict Thought (cont’d)

Functional versus Dysfunctional Conflict

Types of Conflict

The Conflict Process

Stage I: Potential Opposition or Incompatibility  Communication Differing word connotations, jargons, insufficient exchange of information and noise in communication channel. – difficulties, misunderstandings.  Structure – Size and specialization of jobs – Jurisdictional clarity/ambiguity – Member/goal incompatibility – Leadership styles (close or participative) – Reward systems (win-lose) – Dependence/interdependence of groups  Personal Variables – Differing individual value systems – Personality types

Stage II: Cognition and Personalization

Stage III: Intentions

Cooperativeness: Cooperativeness: • • Attempting Attemptingtotosatisfy satisfythe the other party’s concerns. other party’s concerns. Assertiveness: Assertiveness: • • Attempting Attemptingtotosatisfy satisfy one’s one’sown ownconcerns. concerns.

Dimensions of Conflict-Handling Intentions

Stage III: Intentions (cont’d)

Dimensions of Conflict-Handling Intentions

Stage III: Intentions (cont’d)

Stage IV: Behavior This is where the conflict becomes visible. It includes the statements, actions & reactions made by the conflicting parties.

Conflict-Intensity Continuum

Stage IV: Conflict Resolution Techniques •• Problem Problemsolving solving •• Superordinate Superordinategoals goals •• Expansion Expansionofofresources resources •• Avoidance Avoidance •• Smoothing Smoothing •• Compromise Compromise •• Authoritative Authoritativecommand command •• Altering Alteringthe thehuman humanvariable variable •• Altering Alteringthe thestructural structuralvariables variables

Stage IV: Conflict Stimulation Techniques •• Communication Communication •• Bringing Bringingininoutsiders outsiders •• Restructuring Restructuringthe theorganization organization •• Appointing Appointingaadevil’s devil’sadvocate advocate

Stage V: Outcomes  Functional Outcomes from Conflict – – – – – –

Increased group performance Improved quality of decisions Stimulation of creativity and innovation Encouragement of interest and curiosity Provision of a medium for problem-solving Creation of an environment for self-evaluation and change

Stage V: Outcomes (cont’d)  Dysfunctional Outcomes from Conflict – – – – –

Development of discontent Reduced group effectiveness Retarded communication Reduced group cohesiveness Infighting among group members overcomes group goals

Negotiation

Bargaining Strategies

Distributive versus Integrative Bargaining

Staking Out the Bargaining Zone

The Negotiation Process

Issues in Negotiation  The Role of Personality Traits in Negotiation – Traits do not appear to have a significantly direct effect on the outcomes of either bargaining or negotiating processes.

 Gender Differences in Negotiations – Women negotiate no differently from men. – Men and women with similar power bases use the same negotiating styles. – Women’s attitudes toward negotiation and their success as negotiators are as favorable as men’s.

Third-Party Negotiations

Third-Party Negotiations (cont’d)

Why U.S. Managers Might Have Trouble in CrossCultural Negotiations

Conflict and Unit Performance

Conflict and Unit Performance (cont’d)

Understandings Conflict can make us more aware of the problem. Conflict encourages change. Conflict energizes and increase motivation to deal. Being in conflict often sparks curiosity and stimulates interest. Better decisions are often made when there is a disagreement about what decisions should be taken among the people.  Conflict helps you to understand what you are like a person.  Conflict can deepen and enrich our relationship, strengthening each person's convictions.     

Understandings  Conflict is a process in which an effort is purposely made by x to offset the efforts of y trying some form of blocking that will result in frustrating y in attaining his /her goals or furthering his/her interests.

Conflict is a pervasive and inevitable part of our relationships and leads to growth and development --------- if you have the skill to manage it.