Organizational Conflict And Negotiation

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Organizational Conflict and Negotiation 1

Conflict at the City of Ottawa Conflict occurred between City of Ottawa firefighters and a diversity management instructor. They disagreed over the selection of three female firefighters and spending money on diversity training rather than other training and equipment.

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P. Doyle. Ottawa Citizen

Conflict Defined The process in which one party perceives that its interests are being opposed or negatively affected by another party. P. Doyle. Ottawa Citizen

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The Conflict Process

Conflict Perceptions Sources of Conflict

Manifest Conflict Conflict Emotions

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Conflict Outcomes

Task vs. Socioemotional Conflict • 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 5

Constructive Controversy in the Cockpit At one time, co-pilots hesitated to disagree with the captain even when they saw a safety hazard. Today, cockpit resource management training encourages flight crews to engage in constructive controversy in. The result has been significantly fewer airplane disasters.

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© Photodisc. With permission.

Organizational Conflict Outcomes Potential benefits – Improves decision making – Strengthens team dynamics

Dysfunctional outcomes – – – –

Diverts energy and resources Encourages organizational politics Encourages stereotyping Weakens knowledge management © Photodisc. With permission.

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Sources of Conflict Goal Incompatibility

• Goals conflict with goals of others

Different Values and Beliefs

• Different beliefs due to unique  background, experience, training • Caused by specialized tasks, careers • Explains misunderstanding in cross­ cultural and merger relations 

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Sources of Conflict Goal Incompatibility

Three levels of interdependence Pooled

Different Values and Beliefs

Resource A

Task Interdependence

B

C

Sequential A

B

Reciprocal

A B

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C

C

Sources of Conflict Goal Incompatibility Different Values and Beliefs Task Interdependence

Lack of opportunity 

­­reliance on stereotypes

Scarce Resources

• Increases competition for resources to  Lack of ability

Ambiguity

• Lack of rules guiding relations Lack of motivation  • Encourages political tactics

Communication Problems

fulfill goals  ­­ arrogant communication heightens  conflict perception

­­ conflict causes lower motivation to  communicate, increases stereotyping

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Conflict Management Styles Competing

Assertiveness

High

Collaborating

Compromising

Avoiding Low

Accommodating

Cooperativeness 11

High

Conflict Management Strategies 1. Emphasizing Superordinate Goals – Emphasizing common objectives rather than conflicting sub-goals – Reduces goal incompatibility and differentiation

2. Reducing Differentiation – Removing sources of different values and beliefs • Generalist careers and job rotation • Common dress code and status • Common work experiences

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Managing Conflict in Drum Circles Doug Sole leads a group of employees in Toronto in a drum circle. Drum circles encourage participants to learn how to cooperatively work together in unstructured workplaces. They also improve mutual understanding. G. Diggens. With permission.

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3. Communication and Understanding Employees understand and appreciate each other’s views through communication – Informal gatherings – Formal dialogue sessions – Relationship restructuring – Drum sessions G. Diggens. With permission.

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Other Ways to Manage Conflict 4. Reduce Task Interdependence – Dividing shared resources – Combine tasks – Use buffers

5. Increase Resources – Duplicate resources

6. Clarify Rules and Procedures – Clarify resource distribution – Change interdependence

G. Diggens. With permission.

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Bargaining Zone Model Your Positions Initial

Target

Resistance

Area of Potential Agreement

Resistance

Target

Opponent’s Positions

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Initial

Situational Influences on Negotiation • Location • Physical Setting • Time Investment and Deadlines • Audience © Corel Corp. With permission.

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Effective Negotiator Behaviours • Plan and Set Goals • Gather Information • Communicate Effectively • Make Appropriate Concessions © Corel Corp. With permission.

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Third-Party Objectives

Procedural Fairness

Efficiency

Third-Party Conflict Resolution Objectives Outcome Fairness

Effectiveness

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Types of Third Party Intervention High

Mediation

Inquisition

Level of Process Control Arbitration Low

Level of Outcome Control 20

High