Managing

Conflict and
Negotiating

McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
Major Trends that Make Conflict
Inevitable
Constant change
Greater employee diversity
More teams (virtual and self-managed)
Less face-to-face communication
Global economy with increased cross-
cultural dealings

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A Modern View of Conflict
Conflict
 process in which
one party perceives
its interests are
being opposed or
negatively affected
by another party

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Functional versus Dysfunctional
Conflict
Functional conflict
 characterized by consultative interactions, a
focus on the issues, mutual respect, and useful
give and take.
 Also called constructive conflict
Dysfunctional conflict
 threatens organization’s interests.

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Situations That Produce Functional
or Dysfunctional Conflict

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Why People Avoid Conflict

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Desired Outcomes of Conflict
1. Agreement
2. Stronger
relationships
3. Learning

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 Major Forms of Conflict
Personality conflict
 interpersonal opposition driven by personal
dislike or disagreement.

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 Major Forms of Conflict
Workplace incivility
 low-intensity deviant behavior intended to harm
the target person in ways that violate norms of
mutual respect.
 rudeness or a lack of regard for another person

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How to Deal With Personality
Conflicts

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 Intergroup Conflict
Intergroup conflict
 conflict among work groups, teams, and
departments

Too much cohesiveness can breed

groupthink because a desire to get along
pushes aside critical thinking

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 Handling Intergroup Conflict
Contact hypothesis
 the more the members of different groups
interact, the less intergroup conflict they will
experience
Managers should identify and root out
specific negative linkages between groups

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 Research Lessons for Handling
Intergroup Conflict
The top priority for managers faced with intergroup
conflict is to identify and root out specific negative
linkages between (or among) groups.

Managers are therefore wise to note negative

interactions between members and groups and
determine if influential third parties are gossiping
negatively about another member or group.

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 Cross-Cultural Conflict
Because of differing assumptions about
how to think and act, the potential for cross-
cultural conflict is both immediate and huge.
Success or failure when conducting
business across cultures often hinges on
avoiding and minimizing actual or perceived
conflict

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 How to Build
Cross-Cultural Relationships

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 Work–Family Conflict
Work–family
conflict
 occurs when the
demands of one’s
work role conflicts
with those of the
family role

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 Insights about Work–Family
Conflict
Work–family balance begins at home
An employer’s family-supportive philosophy is
more important than specific programs
Informal flexibility in work hours and in allowing
people to work at home is essential to promoting
work–family balance
Supportive bosses and colleagues can help
The importance of work–family balance varies
across generations

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Programming Functional Conflict
Programmed Conflict
 encourages different opinions without
protecting management’s
personal feelings.

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Programming Functional Conflict
Devil’s advocacy
 assigning someone the role of critic.

Dialectic method
 calls for managers to foster a structured debate
of opposing viewpoints prior to making a
decision

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Techniques for Stimulating Functional Conflict:
Devil’s Advocacy and the Dialectic Method

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Five Conflict Handling Styles

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 Alternative Styles for Handling
Dysfunctional Conflict
Integrating
 interested parties confront the issue and
cooperatively identify the problem, generate
and weigh alternative solutions, and select a
solution
Appropriate for complex issues plagued by
misunderstanding

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 Alternative Styles for Handling
Dysfunctional Conflict
Obliging (Smoothing)
 tends to minimize differences and highlight
similarities to please the other party
Appropriate when it is possible to get
something in return

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 Alternative Styles for Handling
Dysfunctional Conflict
Dominating (Forcing)
 relies on formal authority to force compliance
Appropriate when an unpopular solution
must be implemented

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 Alternative Styles for Handling
Dysfunctional Conflict
Avoiding
 involves either passive withdrawal from the
problem or active suppression of the issue
Appropriate for trivial issues

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 Alternative Styles for Handling
Dysfunctional Conflict
Compromising
 give-and-take approach involves moderate
concern for both self and others
Appropriate when parties have opposite
goals

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Third Party Interventions: Alternative
Dispute Resolution
Alternative Dispute Resolution
 avoiding costly lawsuits by resolving conflicts
informally or through mediation or arbitration

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Alternative Dispute Resolution
Facilitation
Conciliation
Peer review
Ombudsman
Mediation
Arbitration

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 Negotiating
Negotiation
 give-and-take decision-making process
involving interdependent parties with different
preferences
Two types:
 Distributive
 Integrative

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 Added-Value Negotiation
Added-Value Negotiation
 cooperatively developing multiple-deal
packages while building a productive long-term
relationship

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 Steps in
Added-Value Negotiation

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 Negotiating Your Salary
1. Know the market rate
2. Consider the economy
3. Know your own value
4. Be honest
5. Don’t go first
6. Consider benefits, too
7. Look at the long term

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 Communicating
in the Digital Age

McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
 Basic Dimensions of the
Communication Process
Communication
 the exchange of information between a sender
and receiver and the inference (perception) of
meaning between the individuals involved

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Communication Process in Action

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 A Perceptual Model of
Communication
Sender
 person wanting to communicate information-the
message
Receiver
 person, group, or organization for whom the
message is intended
Encoding
 translates thoughts into code or language that
can be understood by others

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 A Perceptual Model of
Communication
Selecting a Medium
 depends on the nature of the message, its
intended purpose, type of audience, proximity
to the audience, time horizon for disseminating
the message, personal preferences, and the
complexity of the problem/situation at hand

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 A Perceptual Model of
Communication
Decoding
 occurs when receivers receive a message
 process of interpreting and making sense of a
message
Feedback
 receives expresses a reaction to the sender’s
message

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A Perceptual Model of
Communication
Noise
 interference with
the transmission
and understanding
of a message

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Communication Barriers within the
Communication Process

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 Barriers to Effective
Communication
1. Personal barriers
 any individual attribute that hinders
communication
2. Physical barriers
3. Semantic barriers

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 Personal Barriers
1. Variable skills in communicating effectively
2. Variations in how information is processed
and interpreted
3. Variations in interpersonal trust
4. Stereotypes and prejudices
5. Big egos

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 Personal Barriers (cont.)
6. Poor listening skills
7. Natural tendency to evaluate other’s
messages
8. Inability to listen with understanding
9. Nonverbal communication

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Physical Barriers

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 Barriers to Effective
Communication
Semantics
 study of words
Semantic barriers
 problems with language in communication
 fueled by the growing trend to outsource
customer service operations to foreign
countries like India

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 Barriers to Effective
Communication
Jargon
 represents language or terminology that is
specific to a particular profession, group, or
company

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Interpersonal Communication
Communication
competence
 performance-based
index of an
individual’s abilities
to effectively use
communication
behaviors in a given
context

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Communication Competence
Affects Upward Mobility

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Assertiveness, Aggressiveness, and
Nonassertiveness
Assertive style
 expressive and self-enhancing, but does not
take advantage of others.
Aggressive style
 expressive and self-enhancing, but takes unfair
advantage of others
Nonassertive style
 timid and self-denying behavior.

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Communication Styles

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 Sources of Nonverbal
Communication
Nonverbal Communication
 any message, sent or received independent of
the written or spoken word
 includes such factors as use of time and space,
distance between persons when conversing,
use of color, dress, walking behavior, standing,
positioning, seating arrangement, office
locations and furnishings.

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Sources of Nonverbal
Communication

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 Active Listening
Listening
 Process of actively decoding and interpreting
verbal messages.

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 Listening Styles
Appreciative
 listens for pleasure, entertainment, or
inspiration
Empathetic
 interprets messages by focusing on emotions
and body language

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 Listening Styles
Comprehensive
 organizes specific thoughts and actions and
integrates this information by focusing on
relationships among ideas

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 Listening Styles
Discerning
 attempt to understand the main message and
determine important points
Evaluative
 listen analytically and continually formulate
arguments and challenges to what is being said

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The Keys to Effective Listening

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 Managing Teleworkers
Teleworkers
 People who fulfill some portion of typically
office-based job responsibilities outside the
office via ICT
 also known as telecommuters and distributed
workers

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Managing Teleworkers

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E-Mail: Benefits, Drawbacks, and
Suggestions for Managing It

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 Social Media at Work
Social media
 uses Internet-based and mobile technologies to
generate interactive dialogue with members of
a network.

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Motives that Affect Participation in
Social Networking
Community membership
 benefits of belonging to a group
Friendship connections
 efficiently interacting with friends
Information value
 access to the knowledge and experience of
others

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Motives that Affect Participation in
Social Networking
Participation confidence
 fear of looking bad to a large number of people
Participation concerns
 privacy and being scammed

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Company Requirements for Social
Media
1. Establish a no privacy policy
2. Maintain boundaries between personal and
professional
3. Monitor the Internet

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