Managing Conflict and Negotiating

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Managing Conflict and Negotiating

• Team Red Light District
• Alicia Hass
• Michelle Haynes
• Jacob Twain
• Lindsey Mengis
• Brett Gardner

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Learning Objectives

• Define the term conflict, distinguish between
  functional and dysfunctional conflict, and
  identify three desired outcomes of conflict.
• Define personality conflicts, and explain how
  they should be managed
• Discuss the role of in-group thinking in
  intergroup conflict, and explain what can be done
  to avoid cross-cultural conflict.
• Explain how managers can program functional
  conflict, and identify the five conflict-handling
  styles.
• Identify and describe at least four alternative
  dispute resolution (ADR) techniques.
• Draw a distinction between distributive and
  integrative negotiation, and explain the concept
  of added-value negotiation.

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Types of Conflict

• Conflict One party perceives its interests are
  being opposed or set back by another party.
• 2 types of conflict
• -Functional Conflict
• -Dysfunctional Conflict

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Dysfunctional Conflict vs. Functional Conflict

• The distinction can be made between the two on
  whether the organizations interests are served
• Dysfunctional Conflict hinder organizational
  performance.
• Functional Conflict Support organizational goals
  and improve performance. Also known as
  constructive or cooperative conflict

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Desired Outcomes of Conflict

• Agreement Equitable and fair agreements are
  ideal. An agreement that leaves one party feeling
  like they lost can lead to more conflict.
• Stronger Relationships Good agreements enable
  conflicting parties to build trust with each
  other which will lead to more agreements in the
  future
• Learning Functional conflict promotes greater
  self awareness and creative problem solving.
  Successful conflict handling is learned primarily
  by doing it

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Major Forms of Conflict

• Personality Conflicts Interpersonal opposition
  driven by dislike or disagreement
• Intergroup Conflict Conflict among work groups,
  teams and departments
• Cross Cultural Conflict Conflict with people
  from different cultures.

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Dealing with Personality Conflicts

• Care needs to be taken with personality conflicts
  in the workplace because of the legal
  implications of diversity, discrimination, and
  sexual harassment. Managers should investigate
  and document personality conflicts, take
  corrective actions such as feedback or behavior
  modification if appropriate, or attempt informal
  dispute resolution. Difficult or persistent
  personality conflicts need to be referred to
  human resource specialists or counselors.

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Intergroup Conflict

• Changes Associated with increased group
  cohesiveness
• -members of in-groups view themselves as a
  collection of individuals and stereotype members
  of other groups as being all alike
• -Think they are right and other groups are wrong
• View outsiders as a threat
• In-group members exaggerate the differences
  between their group and other groups

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Reducing Intergroup Conflict

• According to the contact hypothesis the more the
  members of different groups interact, the less
  intergroup conflict they will experience.
• The contact reduces stereotying and combat
  in-group thinking.

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Minimizing Cross Culture Conflict

• Using international Consultants
• Consultants will inform you on how a culture
  conducts business which will help you from doing
  something that is looked down upon in their
  culture and thus losing their business.

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Managing Conflict

• Programmed Conflict Encourages different
  opinions without protecting managements personal
  feelings. You do this to stimulate functional
  conflict and get the creative juices flowing.
• 2 types
• Devils Advocacy assigning someone the role of
  critic to point out weak spots of the decision
• Dialectic method fostering a debate of opposing
  viewpoints to better understand an issue

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5 Conflict Handling Styles

• Integrating (Problem Solving) Interested parties
  confront the issue and cooperatively identiy the
  problem, generate and weigh alternative
  solutions. Good for complex issues.
• Obliging (Smoothing) Neglecting your own concern
  to satisfy the concern of the other party.
  Encourages cooperation but it is a temporary fix
• Dominating (Forcing) Not listening to others
  concerns and doing what you want.
• Avoiding Avoiding the problem can be benefitial
  when the costs of confroting the problem
  outweigh the benefits
• Compromising Give and take approach involving
  moderate concern for both parties.

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Alternative Dispute Resolutions

• Alternative dispute resolution Avoiding costly
  lawsuits by resolving conflicts informally or
  through mediation or arbitration
• Facilitation
• Conciliation
• Peer Review
• Ombudsman
• Mediation
• Arbitration

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Negotiating

• Negotiation Give and take process between
  conflicting interdependent parties
• Distributive When one party gains at the others
  expense. A win lose thinking
• Integrative When more than just one issue is at
  stake and an agreement can be made that is better
  for both parties. A win win strategy.

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Added Value Negotiation

• The Negotiating parties cooperatively develop
  multiple deal packages while building a
  productive long term relationship.
• 5 steps
• Clarify interest
• Identify options
• Design alternative deal packages
• Select a deal
• Perfect the deal