M A N A G IN G C O N F L IC T

A N D N E G OT IA T I O N S
NA L YNNE C . MA C ASP AC
REPORTER: JE
10.1 A CONTEMPORARY VIEW OF CONFLICT
10.2 CONVENTIONAL FORMS OF CONFLICT
10.3 FORMS OF CONFLICT INTENSIFIED BY TECHNOLOGY-
”JENA LYNNE MACASPAC”

10.4 EFFECTIVELY MANAGING CONFLICT

10.5 NEGOTIATION- ”VINCE JOSHUA BINAG”
10.1 A CONTEMPORARY VIEW OF CONFLICT
 NEGOTIATING AT WORK

NEGOTIATING YOUR SALARY FOR A NEW JOB

• KNOW THE MARKET RATE

• KNOW YOUR OWN VALUE

• WHAT’S IN IT FOR THEM?

• BE HONEST

• DON’T GO FIRST

• CONSIDER BENEFITS TOO

• LOOK AT THE LONG TERM

 NEGOTIATING AT WORK

NEGOTIATING A PAY RAISE

• ASK CURRENT COLLEAGUES
• QUERY FORMER COLLEAGUES
• GIVE TO GET
• ASK RECRUITERS
 VI EW O F C O NF LIC T
CONTEMPORARY
CONFLICT- P-LEVEL
ND A N IM PO R TA N T GR O U
E R-PR E SEN T P A R T O F Y O UR LIFE A
-IS AN EV
H E O RG A N IZ IN G F R A MEW ORK.
PROCESS IN T
T
MODERN VIEW OF CONFLIC ST S AR E BEING
R CEIVES TH A T IT S IN TERE
S W HE N O N E “P A RTY PE
-CONFLICT OCCUR PARTY
Y A F F EC TE D BY A N O THE R
OPPOSED OR NEGATIVEL
FUNCTIONAL VS. DYSFUNCTIONAL CONFLICT
• FIGURE 10.2 RELATIONSHIP BETWEEN CONFLICT INTENSITY AND OUTCOMES

Positive

Neutral

Too little Appropriate Too much

Negative conflict conflict conflict
Low Moderate Intensity High
Characterized by apathy, Characterized by eroding
lack of creativity, performance, political infighting,
indecision, and missed dissatisfaction, lack of teamwork,
deadlines. and aggression.
• THE IMPACT OF TOO MUCH OR TOO LITTLE CONFLICT CAN DISRUPT PERFORMANCE. IF CONFLICT IS TOO
LOW, THEN PERFORMANCE IS LOW. IF CONFLICT IS TOO HIGH, THEN PERFORMANCE ALSO TENDS TO BE
LOW. THE GOAL IS TO HOLD CONFLICT LEVELS IN THE MIDDLE OF THIS RANGE.

• TASK CONFLICT CAN BE GOOD IN CERTAIN CIRCUMSTANCES, SUCH AS IN THE EARLY STAGES OF
DECISION MAKING, BECAUSE IT STIMULATES CREATIVITY. HOWEVER, IT CAN INTERFERE WITH COMPLEX
TASKS IN THE LONG RUN (DE DREU & WEINGART, 2003). PERSONAL CONFLICTS, SUCH AS PERSONAL
ATTACKS, ARE NEVER HEALTHY BECAUSE THEY CAUSE STRESS AND DISTRESS, WHICH UNDERMINES
PERFORMANCE. THE WORST CASES OF PERSONAL CONFLICTS CAN LEAD TO WORKPLACE BULLYING. 
SITUATIONS THAT COMMONLY PRODUCE CONFLICT
 INCOMPATIBLE PERSONALITIES OR VALUE SYSTEMS
 OVERLAPPING OR UNCLEAR JOB BOUNDARIES
 UNREASONABLE OR UNCLEAR POLICIES, STANDARDS, OR RULES
 ORGANIZATIONAL COMPLEXITY
 INDEPENDENT TASKS
 INADEQUATE COMMUNICATION
 INTERDEPARTMENT / INTERGROUP COMPETITION
 DECISION MAKING BY CONSENSUS
 COLLECTIVE DECISION MAKING
 UNMET EXPECTATIONS
ESCALATION OF CONFLICT
1. TACTICS CHANGE
2. NUMBER OF ISSUES GROWS
3. ISSUES MOVE FROM SPECIFIC TO GENERAL
4. NUMBER OF PARTIES GROWS
5. GOALS CHANGE
WHY PEOPLE AVOID CONFLICT
• FEAR OF HARM TO OURSELVES
• FEAR OF REJECTION
• FEAR OF DAMAGE TO OR LOSS OF RELATIONSHIP
• ANGER
• DESIRE NOT TO BE SEEN AS SELFISH
• DESIRE TO AVOID SAYING THE WRONG THING
• FEAR OF FAILURE
• FEAR OF HURTING SOMEONE ELSE
• FEAR OF GETTING WHAT YOU WANT
AVOIDING CONFLICT MAKES I GROW
1. STOP IGNORING A CONFLICT
2. ACT DECISIVELY TO IMPROVE THE OUTCOME
3. MAKE A PATH TO RESOLUTION OPEN AND HONEST
4. USE DESCRIPTIVE LANGUAGE INSTEAD OF EVALUATIVE
5. MAKE THE PROCESS A TEAM-BUILDING OPPORTUNITY
6. KEEP THE UPSIDE IN MIND
10.2 CONVENTIONAL FORMS OF CONFLICT
 PERSONALI T Y C ON FL I C T
I ON B AS E D O N P E R SO NA L
ON AL OP P O SIT
-AS INTERPERS EM E NT .
DISLIKE O R D IS AG R E
 10.2 How to respond when an employee experiences a personality conflict

For the Employee For Third-Party Observers For the Employee’s Manager

1. Be familiar with and follow company policies on diversity, discrimination, and sexual harassment.

2. Communicate directly with the Do not take sides in someone Investigate and document the
other person to resolve the else’s personality conflict. conflict; if appropriate, take
perceived conflict. Corrective action.

3. Avoid dragging coworkers into Suggest the parties work things If necessary, attempt informal
the conflict. Out for themselves in a constructive dispute resolution.
and positive way.

4. If dysfunctional conflict persists, If dysfunctional conflict persists, Refer difficult conflicts to human
seek help from direct supervisors refer the problem to the parties’ resources specialists or hired
or human resource specialists. Direct supervisors. Counselors efforts and other
interventions.
 INTERGROU P C ON F LIC T
S , A N D DE P A R TM E N T S IS A
M O N G G R O U P S , T EA M
-CONFLICT A A N IZ AT IO N AL
T T O I N D IV ID UA L A N D O R G
COMMON T H R E A
EFFECTIVENESS.
CONFLICT STATES AND PROCESSES

CONFLICT STATES- ARE SHARED PERCEPTIONS AMONG TEAM MEMBERS ABOUT THE
TARGET AND INTENSITY OF THE CONFLICT.

CONFLICT PROCESSES- ARE THE MEANS BY WHICH TEAM MEMBERS WORK THROUGH
TASK AND RELATIONSHIP DISAGREEMENT.
 CASE STUDY
• A CASE STUDY OF CONFLICT MANAGEMENT – DIVISIONS IN GROUP NEGOTIATION
RECENTLY KATERINA BEZRUKOVA OF RUTGERS UNIVERSITY AND HER COLLEAGUES COMPARED THE EFFECTS OF FAULT
LINES BASED ON SOCIAL CATEGORIES (E.G., AGE, RACE, OR GENDER) WITH THOSE BASED ON INFORMATION (E.G.,
EDUCATION OR WORK EXPERIENCE). THEIR NEGOTIATION RESEARCH FOUND THAT GROUPS WITH STRONG INFORMATION-
BASED FAULT LINES PERFORM BETTER THAN GROUPS WITH STRONG DEMOGRAPHIC-BASED FAULT LINES.
WHILE THE LATTER CREATE DYSFUNCTIONAL CONFLICT  WITHIN THE GROUP, INFORMATION-BASED FAULT LINES PROVIDE
THE DIVERSITY OF INFORMATION NEEDED FOR EFFECTIVE PERFORMANCE – IN OTHER WORDS, THEY PROVIDE FUNCTIONAL
CONFLICT.
THESE STUDIES PROVIDE USEFUL HINTS ON HOW DIVERSITY CAN BE EFFECTIVELY MANAGED. SPECIFICALLY, WHEN
FORMING TEAMS, AVOID OBVIOUS DEMOGRAPHIC FAULT LINES THAT WOULD ALLOW GROUP MEMBERS TO SPLIT INTO
CATEGORIES. WHEN BROADER DIVERSITY EXISTS, FAULT LINES CAN SIMPLY DISAPPEAR.
CONFLICT BETWEEN ORGANIZATION AND ENVIRONMENT

• CONFLICT THAT ARISES BETWEEN ONE ORGANIZATION AND ANOTHER IS CALLED INTERORGANIZATIONAL
CONFLICT.

• CONFLICT CAN ALSO ARISE BETWEEN AN ORGANIZATION AND OTHER ELEMENTS OF ITS ENVIRONMENT.
FOR EXAMPLE, A BUSINESS ORGANIZATION MAY CONFLICT WITH A CONSUMER GROUP OVER CLAIMS IT
MAKES ABOUT ITS PRODUCTS.
 10.3 FORMS OF CONFLICT INTENSIFIES BY TECHNOLOGY

• MAJOR QUESTION WHAT CAN I DO TO MANAGE WORK–FAMILY CONFLICT AND INCIVILITY TO MAKE ME MORE
EFFECTIVE AT SCHOOL, WORK, AND HOME?

STUDENTS, EMPLOYEES, AND PEOPLE EVERYWHERE HAVE ALWAYS EXPERIENCED CONFLICTS BETWEEN THE
VARIOUS ARENAS OF THEIR LIVES, NOTABLY BETWEEN WORK, SCHOOL, AND HOME. BUT HISTORICALLY, VARIOUS
ACTIVITIES AND THEIR DEMANDS WERE CONFINED TO THE PHYSICAL LOCATIONS IN WHICH THEY OCCURRED—WORK
HAPPENED LARGELY AT THE OFFICE. NOT ANYMORE. TECHNOLOGY HAS BLURRED THE OLD BOUNDARIES—AND ALSO
EXTENDED MISTREATMENT TO EVERY PLACE AND EVERY ARENA. THE INTERNET AND SOCIAL MEDIA ARE NEW AND
DEVASTATING TOOLS FOR BULLIES AND OTHER BAD ACTORS. FOR THESE REASONS WE GIVE SPECIAL ATTENTION TO
THESE FORMS OF CONFLICT.
• WORK–FAMILY CONFLICT WORK–FAMILY CONFLICT  OCCURS WHEN THE DEMANDS OR PRESSURES
FROM WORK AND FAMILY DOMAINS ARE MUTUALLY INCOMPATIBLE.41 WORK–FAMILY CONFLICT CAN
TAKE TWO DISTINCT FORMS: WORK INTERFERENCE WITH FAMILY AND FAMILY INTERFERENCE WITH
WORK
TABLE 10.3 NEGATIVE CONSEQUENCES OF CONFLICTS BETWEEN
WORK, FAMILY, AND OTHER LIFE DOMAINS

WORK INTERFERES FAMILY INTERFERES OUTCOMES LINKED TO LIFE

WITH FAMILY MORE GENERALLY

• JOB SATISFACTION MARITAL SATISFACTION LIFE SATISFACTION

• INTENTIONS TO QUIT FAMILY SATISFACTION HEALTH PROBLEMS

• ABSENTEEISM FAMILY-RELATED STRAIN DEPRESSION

• PERFORMANCE FAMILY-RELATED PERFORMANCE SUBSTANCE USE/ABUSE

• CAUSES OF INCIVILITY IT’S NO SURPRISE THAT BOTH INDIVIDUALS AND THEIR EMPLOYERS CAN BE THE ROOT CAUSE
OF MISTREATMENT AT WORK. FIGURE 10.3 ILLUSTRATES COMMON CAUSES OF VARIOUS FORMS OF INCIVILITY.

• BULLYING OCCURS AT MULTIPLE LEVELS IN OB. RECALL OUR DISCUSSION OF COUNTERPRODUCTIVE WORK
BEHAVIORS AND BULLYING IN CHAPTER 2, WHERE THE WINNING AT WORK SECTION AND A PROBLEM-SOLVING
APPLICATION BOX ADDRESSED BULLYING FROM THE TARGET’S OR INDIVIDUAL’S PERSPECTIVE.

• CYBER BULLYING AND HARASSMENT ADVANCES IN TECHNOLOGY HAVE CHANGED THE NATURE OF CONFLICT AT
SCHOOL AND WORK.66 THE INTERNET AND PARTICULARLY SOCIAL MEDIA HAVE CREATED NEW AVENUES AND
WEAPONS FOR BULLIES AT SCHOOL, AT WORK, AND IN OUR SOCIAL LIVES.
CASE STUDY
• THE BOSS WHO LOST HIS TEMPER

VALERIE WAS THE PRODUCT MANAGER IN THE MEDIUM-SIZED COMPANY EMPLOYING 300 PEOPLE MAKING PRINTED CIRCUIT BOARDS USED IN MOTOR
CARS. THE COMPANY RECOGNIZED A TRADE UNION AND TERMS AND CONDITIONS OF EMPLOYMENT WERE NEGOTIATED EACH YEAR BETWEEN THE SENIOR
FACTORY MANAGERS AND TRADE UNION REPRESENTATIVES. THE RELATIONSHIP BETWEEN THE PARTIES HAD ALWAYS BEEN CORDIAL AND FEW REAL
PROBLEMS HAD BEEN EXPERIENCED OVER THE YEARS. THE CHIEF EXECUTIVE OF THE COMPANY, BERNARD, HAD BEEN IN POST FOR ABOUT 2 YEARS AND
WAS KEEN TO REDUCE UNIT LABOR COST AS CHEAPER OPTIONS WERE EASILY AVAILABLE FROM COMPETITORS IN ASIA. CONSEQUENTLY, BERNARD AND
THE OTHER MANAGERS HAD DECIDED THAT THE NEXT ANNUAL NEGOTIATIONS NEW PRODUCTIVITY SCHEMES WOULD HAVE TO BE IMPLEMENTED IN
ORDER TO RAISE PRODUCTIVITY AND REDUCE COST.

A PACKAGE MEASURE IS DESIGNED BY MANAGEMENT WHICH INCLUDED MINIMAL INCREASES IN BASIC PAY, A NEW BONUS SCHEME, PROFIT SHARE
SCHEME AND THE FOLLOWING YEAR’S PAY INCREASE TO BE DETERMINED BY THE REDUCTION IN UNIT LABOUR COST OVER PRECEDING 12 MONTHS. THIS
REPRESENT A COMPLETELY NEW WAY OF DECIDING PAY FOR THE EMPLOYEES AND WHEN THE DOCUMENT WAS PRESENTED TO THE TRADE UNION
REPRESENTATIVES THEY WERE SHOCKED BY THE CHANGES PROPOSED. MANAGEMENT HAD EXPECTED SUCH A REACTION AND WERE PREPARED TO
DISCUSS THE IDEAS IN CONSIDERABLE DEPTH AND OVER AN EXTENDED PERIOD OF TIME.

THE TRADE UNION WAS NOT SURE HOW TO REACT TO THE NEGOTIATION PACKAGE OFFERED AND SPENT MANY HOURS DURING THE NEGATION MEETINGS
DISCUSSING THE PROPOSALS. THEY WANTED A RISE IN BASIC WAGE WHICH EXCEEDED THE INCREASED COST OF LIVING, WHICH WAS KEPT REPEATING
THAT THIS WAS NO LONGER POSSIBLE IN THE CHANGING ECONOMIC AND TRADING CONDITIONS.
PROGRESS WAS VERY SLOW AND AT ONE MEETING VALERIE SAID THAT HER BOSS BERNARD, WHO WAS CHAIRING THE MEETING,
LEANED ACROSS TO HER AND WHISPERED, “WATCH WHAT HAPPENS NEXT!”
A FEW SECONDS LATER BERNARD JUMPED UP, BARGED THE TABLE WITH HIS FISTS, SHOUTED AT THE TRADE UNION SIDE THAT THEY
WERE NOT INTERESTED IN THE LONG-TERM SURVIVAL OF THE COMPANY AND THAT THEIR ATTITUDE WOULD RESULT IN CLOSURE OF
THE COMPANY AS A CHEAPER SOURCES OF PRINTED CIRCUIT BOARDS WERE AVAILABLE. DURING THIS TRADE HIS FACE WENT BRIGHT
RED WITH ANGER, HE WAS WAVING HIS ARMS AROUND, SHAKING HIS FISTS AND CRACKING HIS FINGERS AT THE TRADE UNION
OFFICER LEADING THE EMPLOYEE SIDE. THE TRADE UNION SIDE WERE SHOCKED INTO SILENCE, NEVER HAVING HEARD BERNARD REACT
SO VIOLENTLY BEFORE. THEY THEN BEGAN TO SHOUT AT HIM TO SIT DOWN AND TO BE CALM OR HE WAS IN DANGER OF HAVING A
HEART ATTACK. EVERYONE BEGAN TO TALK AT ONCE AND THE MEETING SOON BECAME CHAOTIC MIX OF NOISE AND CONFUSION.
BERNARD SAT DOWN, LEANED ACROSS TO VALERIE AND WHISPERED TO HER, “I ENJOYED THAT, I WAS GETTING BOARD. LET’S SEE
WHAT HAPPENS NOW!” VALERIE WAS SHOCKED. BERNARD THE JUST SAT BACK AND WATCHED THE PEOPLE IN THE MEETING SHOUTING
AND ARGUING WITH EACH OTHER. AFTER A FEW MINUTES, THE TRADE UNION OFFICER BEGAN TO RESTORE ORDER TO THE
PROCEEDINGS AND SUGGESTED AN ADJOURNMENT UNTIL THE NEXT DAY FOR TEMPERS TO COOL AND TO RESTORE ORDER TO THE
PROCESS. THIS WAS AGREED AND THE MEETING ENDED. THE NEXT DAY A MUCH MORE CONSTRUCTIVE ATMOSPHERE WAS EVIDENT IN
THE MEETING AND THE OUTLINE FOR A NEW DEAL WAS QUICKLY IDENTIFIED AND THE AFTER ANOTHER COUPLE OF MEETINGS
AGREEMENT WAS REACHED ON A NEW PAY DEAL.
REFERENCES:
• INTERNET
• HTTPS://OPEN.LIB.UMN.EDU/ORGANIZATIONALBEHAVIOR/CHAPTER/10-2-UNDERSTANDING-CONFLICT/
• HTTPS://WWW.PON.HARVARD.EDU/DAILY/CONFLICT-RESOLUTION/FAULT-LINES-IN-GROUP-NEGOTIATION/
• BOOKS
• 4 EDITION ORGANIZATIONAL BEHAVIOR & MANAGEMENT BY JOHN MARTIN AND MARTIN FELLENZ
TH

• 10 EDITION MANAGING ORGANIZATIONAL BEHAVIOR BY MOORHEAD GRIFFIN

TH

• ADAPTED FROM F. T. AMSTAD, L. L. MEIER, U. FASEL, A. ELFERING, AND N. K. SEMMER, “A META-ANALYSIS OF WORK-FAMILY
CONFLICT AND VARIOUS OUTCOMES WITH A SPECIAL EMPHASIS ON CROSS-DOMAIN VERSUS MATCHING DOMAIN
RELATIONS,” JOURNAL OF OCCUPATIONAL HEALTH PSYCHOLOGY, 2011, 151–169.

• INSPIRED BY AND ADAPTED FROM R. SINGLETON, L. A. TOOMBS, S. TANEJA, C. LARKIN, AND M. G. PRYOR, “WORKPLACE
CONFLICT: A STRATEGIC LEADERSHIP IMPERATIVE,” INTERNATIONAL JOURNAL OF BUSINESS AND PUBLIC ADMINISTRATION 8
(2011), 149–156.