This chapter discusses managing conflict and negotiations in organizational settings. It defines conflict as occurring when there is a gap between what is desired and experienced. Conflict can be functional and promote problem solving or dysfunctional and harm the organization. The chapter outlines different types of conflict such as personality conflicts and intergroup conflict. It also discusses approaches to managing conflict constructively through techniques like conflict resolution and establishing a psychologically safe climate. Other topics covered include work-life conflict, incivility/bullying, and alternative dispute resolution approaches like mediation and arbitration. The chapter concludes with a discussion of negotiation strategies and managing emotions during negotiations.
Presentation on workplace conflict covering
- What is “problem” conflict?
- The inevitability of conflict within workplace teams
- The 5 Recognized approaches to dealing with conflict
- What are your usual Conflict Styles?
- Tips and strategies to reduce conflict
- When to bring in a Mediator
- Recap
This is a presentation about a topic in Human resource management- Conflict management. It gives a detailed insight into what is conflict and conflict management. Conflict management styles, measures and conflict management in workplace is also explained.
Best Description on Conflict and NegotiationSwaraj Mishra
It gives you a general view why conflicts and different way of conflicts and how to negotiate to solve the conflicts.
Learn the best way of conflict negotiation and conflict resolution.
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
Presentation on workplace conflict covering
- What is “problem” conflict?
- The inevitability of conflict within workplace teams
- The 5 Recognized approaches to dealing with conflict
- What are your usual Conflict Styles?
- Tips and strategies to reduce conflict
- When to bring in a Mediator
- Recap
This is a presentation about a topic in Human resource management- Conflict management. It gives a detailed insight into what is conflict and conflict management. Conflict management styles, measures and conflict management in workplace is also explained.
Best Description on Conflict and NegotiationSwaraj Mishra
It gives you a general view why conflicts and different way of conflicts and how to negotiate to solve the conflicts.
Learn the best way of conflict negotiation and conflict resolution.
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
CHAPTER 16Handle Conflict, Negotiation, and Decision MakingDEstelaJeffery653
CHAPTER 16
Handle Conflict, Negotiation, and Decision Making
Don't neglect the power of “yes”
LEARNING OBJECTIVES
At the end of this chapter you will be able to:
· Understand what conflict is, why it is occurring and how to manage it.
· Describe methods for effective negotiations.
· List tools that will help you make more effective and less biased decisions.
WHAT'S INSIDE?
· Be a Critical Thinker: Dealing with Deception at the Bargaining Table
· Bringing OB to Life: Intuition and US Airway Flight 1549
· Checking Ethics in OB: Is a Two-Tiered Wage System Ever Justified?
· OB in the Office: What to Do When Face-to-Face Negotiations Are Not Possible: Tips for Negotiating via Email
· OB in the Office: Sooner or Later You'll Know How to Negotiate a Better Raise
· Research Insights: Analytical and Intuitive Decisions: When to Trust Your Gut
· Worth Considering or Best Avoided? Labor and Management Sides Disagree. Is a Strike the Answer?
You are at work and you hear your colleagues disagreeing with each other loudly. Their voices can be heard throughout the office, and you notice people popping their heads up to see what's going on. You are in charge of the team, and you know that your organization prides itself on having a collegial culture. What do you do?
For many people, the answer is clear: Conflict is bad—we need to get rid of it. Conflict makes people uncomfortable and harms our ability to work together, so managers need to step in and resolve differences. Is this always true? Couldn't it be that conflict can also play a positive role in the workplace?
In this chapter, we show that conflict can be good when it surfaces important issues that need to be discussed. The key to managing it is knowing how to determine what kind of conflict is occurring and then using it to generate better decisions. This requires developing skills in areas that are becoming increasingly important in today's workplace: conflict, negotiation, and decision making.
16.1 Manage Conflict
LEARNING OBJECTIVES
Understand what conflict is, why it occurs, and how we can manage it more effectively.
· Define what conflict is and why it occurs.
· Understand conflict management strategies.
· Guard against common conflict management pitfalls.
Why Do We Have Conflict?
Conflict occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.1 Team leaders and members can spend considerable time dealing with conflicts. Sometimes they are direct participants, and other times they act as mediators or neutral third parties to help resolve conflicts between other people.2 Because conflict dynamics are inevitable in the workplace, we need to know how to handle them.3
Functional and Dysfunctional Conflict
Any type of conflict in teams and organizations can be upsetting both to the individuals directly involved and to others affected by its occurrence. As with the opening example, it can b ...
Conflict is an inevitable result of social interaction in our everyday lives. It occurs because we engage in situations and circumstances with people who have different goals, values and backgrounds. We Specialize in Team Building in Egypt, Maximum Impact Business Games, DISC assessments, and Management Courses, High rope Courses, Hr Consulting, Team Building Activities and Creating Creative Team Building Ideas- 360 Experiential Solutions is one of the MEA region leaders in training & team building events . Kindly Call us for More information tel: +2 01223575508 - Email: info@360solutionsegypt.com - website : http://www.360experientialsolutions.com
A research report on conflict management inside Grameenphone office. For data source we conducted a face to face interview with employees of Grameenphone. Questionnaire method was used to collect data.
Special Thanks to GRAMEENPHONE!
Definitions of Conflicts .
Forms of Conflict .
Causes of Conflict .
Conflict at workplace .
Organizational Conflict .
Function Vs dysfunctional Conflict .
Management of conflict .
Conflict Management styles .
Managing team and organizational conflictMasum Hussain
In our culture, we reflexively tend to think of the term “conflict” in the negative. When we discuss conflict in the business world, we speak of it (often unwittingly) as a diminishing force on productivity, an ill that only compounds the difficulties of a job, and an element that needs expunging if companies are to achieve their goals. Normally seen as the byproduct of a “squeaky wheel” rather than a natural derivative of business itself, conflict is a force that causes short-term anxieties, and many view “fixing” ongoing conflict as synonymous with “eliminating” it.It is commonplace for organizations today to work in teams. Whether they be leader-driven teams or self-directed teams; the hope is that productivity, creativity, and results will be greater in a team environment. While this is a proven approach, any time you bring together people from differing backgrounds and experiences, it is inevitable that conflict will occur.
Every organization encounters conflicts on a daily basis. The conflicts cannot be avoided, but it is possible to manage them in a way that we recognize them on time. It is necessary to continuously track the organizational signals which point to their existence. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. By this paper we want to brighten the meaning of conflict on the organization, the conflict process and possible conflict management styles. We will show the relationship between the level of conflict and the impact on the organizational performance.
Having employee problems? Employees do not seem to be able to get along? Need more teamwork? A good class in Conflict Management might be just what the doctor ordered. You have here 38 slides for a full-day class with exercises and activities to help employees and managers learn how to better handle conflict in the workplace. Call me if you have any questions: 612-310-3803. John
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Model Attribute Check Company Auto PropertyCeline George
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This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Conflict is the energy created by the perceived gap between what we want and what we’re experiencing.
Managing conflict effectively is essential for individual, departmental, and organizational effectiveness.
Conflict has both positive and negative consequences, and thus it is important to avoid the negative side of conflict while also gaining from its positive outcomes.
One party perceives its interests are being opposed or set back by another party.
Sources of conflict and issues can be real or imagined.
A lack of fairness, perceived or real, is a major source of conflict at work.
Functional conflict, commonly referred to as constructive or cooperative conflict, is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give-and-take.
Open-mindedness: When conflict is functional, people speak up, others listen, which in turn can increase engagement.
Increased understanding and strengthened relationships: Feeling understood, even when views differ, cultivates respect and empathy. These relationships of course facilitate productive problem solving.
Innovation: Working through conflicts in a positive manner pushes people to consider different views than they would otherwise, which often results in new and better processes and outcomes.
Accelerated growth: Functional conflict results in change—a break from the status quo—and improves performance across levels of OB.
Dysfunctional conflict, which threatens or diminishes an organization’s interests. A primary reason we study and manage conflict is because of its costs due to:
Absenteeism. Conflict is a major driver of people not showing up. More conflict generates more stress, more stress results in more time off.
Turnover. Bullying, lack of fairness, or other forms of disrespect and incivility cause people to quit altogether.
Unionization. Again, a lack of fairness can be costly and motivate employees to organize to combat poor treatment and practices.
Litigation. If conflict is not dealt with effectively internal to the organization, many employees will seek legal remedies which are often expensive not only in terms of money, but also time and reputation.
When conflict escalates, the exchanges intensify, and conflicting parties commonly turn to destructive and negative attacks.
The involved parties also tend to take more extreme positions and become less flexible.
We avoid conflict because we fear various combinations of: harm, rejection, loss of relationship, anger, being seen as selfish, saying the wrong thing, failing, hurting someone else, or getting what you want (i.e., fearing the consequences of success).
Avoiding conflict doesn’t make it go away; it is more likely that the conflict situation will continue or even escalate.
Instead of ignoring conflict, you may be well served to:
Stop ignoring a conflict by bringing both sides together to address the issues.
Act decisively to improve the outcome.
Make the path to resolution open and honest.
Use descriptive language instead of evaluative.
Make the process a team-building opportunity.
Keep the upside in mind.
The answer is D, all conflict is negative.
Personality conflicts: interpersonal opposition based on personal dislike or disagreement.
Personality conflicts are common and can be troublesome since personality traits are stable and resistant to change.
Personality conflicts that are ignored or avoided often escalate.
Table 10.2 presents practical tips for individuals involved in or affected by personality conflicts.
Intergroup Conflict: Conflict among work groups, teams, and departments is a common threat to individual and organizational effectiveness.
Conflict states: shared perceptions among team members about the target (i.e., tasks or relationships) and intensity of the conflict.
Conflict processes: the means by which team members work through task and relationship disagreements.
Conflict processes and how teams manage their differences matter, and processes are at least as important as the source of the conflict.
Group cohesiveness can turn a “group” into a “team,” but excessive levels can impact the team’s ability to think critically.
Research has identified challenges associated with increased group cohesiveness.
Managers cannot eliminate in-group thinking, but they certainly should not ignore it when handling intergroup conflicts.
The contact hypothesis, conflict reduction, and creating a psychologically safe climate have been recommended as ways to handle intergroup conflict.
Contact hypothesis suggests that the more members of different groups interact, the less intergroup conflict they will experience.
The creation of psychologically safe climates can help.
The contact hypothesis has been recommended as a way to reduce intergroup conflict, but just increasing the amount of interaction across groups may be a naive and limited approach for overcoming stereotyping and in-group thinking.
Research indicates that contact matters, quality contact matters more, but both matter most from the in-group’s perspective.
Intergroup friendships are desirable, but they are readily overpowered by negative intergroup interactions.
The top priority for managers faced with intergroup conflict is to identify and root out specific negative linkages between or among groups.
Conflict resolution: work to eliminate specific negative interactions.
Conduct team building to reduce intragroup conflict, and prepare for cross-functional teamwork.
Encourage and facilitate friendships via social events (e.g., happy hours, sports leagues, and book clubs).
Foster positive attitudes (e.g., empathy and compassion).
Avoid or neutralize negative gossip.
Practice the above—be a role model.
Climate: employees’ shared perceptions of policies, practices, and procedures.
Psychologically safe climate: a shared belief among team members that it is safe to engage in risky behaviors, such as questioning current practices without retribution or negative consequences.
When employees feel psychologically safe, they are more likely to speak up and present their ideas and less likely to take disagreements personally.
Recommendations for fostering a psychologically safe climate include:
Ensure leaders are inclusive and accessible.
Hire and develop employees who are comfortable expressing their own ideas and receptive and constructive to those expressed by others.
Celebrate and even reinforce the value of differences between group members and their ideas.
The answer is B. The group has become too cohesive.
Work–Life conflict: is the perception that expectations and demands between work and non-work roles are mutually incompatible.
Work–Life conflict can take two distinct forms: work interference with family and family interference with work.
Hostilities in one life domain can manifest in other domains as a result of the spillover effect.
Since it may not be possible to avoid or remove conflicts completely, people need to manage or balance demands between the different domains of their lives.
Balance requires flexibility, which is a key aspect of many efforts to eliminate or reduce conflicts.
Flexspace: when policies enable employees to do their work from different locations besides the office.
Flextime: flexible scheduling, either when work is expected to be completed (e.g., deadlines) or during particular hours of the day (e.g., 10–5, or anytime today).
The value of any type of flexible work arrangement can be undermined if the employee’s immediate supervisor isn’t supportive.
Incivility: any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, or bullying.
Table 10.5 in the text describes some of employees’ common responses to incivility and their frequencies.
Both individuals and their employers can be the root cause of mistreatment at work.
Figure 10.3 in the text illustrates some common causes of various forms of incivility.
Bullying
Bullying is different from other forms of mistreatment or incivility in at least three ways: bullying is often evident to others; bullying affects even those who are NOT bullied; and bullying has group-level implications.
Table 10.5 presents best practices for addressing bullying.
The Internet and particularly social media have created new avenues and weapons for bullies at school, at work, and in our social lives through cyber bullying.
Virtual bullying is more common than face-to-face bullying, although the two often co-occur.
Not only do face-to-face and cyber bullying directly harm the targeted person, but the fear of future mistreatment amplifies this effect.
Employers should create policies to prevent and address virtual incivility, and employees should follow best practices for appropriate e-mails and social media use.
The answer is C, send an e-mail to all employees that names the employee being bullied and demand that it stop.
Programmed conflict: conflict that raises different opinions regardless of the personal feelings of the managers.
The challenge with programmed conflict is to get contributors to either defend or criticize ideas based on relevant facts rather than on the basis of personal preference or political interests.
Two programmed conflict techniques with proven track records are devil’s advocacy and the dialectic method.
Devil’s advocacy: assigning someone the role of critic.
Devil’s advocacy alters the usual decision-making process by assigning an individual or group to criticize the proposal and having the critique presented to key decision makers.
It is a good idea to rotate the job of devil’s advocate to promote skill development, and so that no one person or group develops a strictly negative reputation.
Dialectic method: fostering a structured debate of opposing viewpoints prior to making a decision.
This method alters the usual decision-making process by generating a counterproposal based on different assumptions and having the advocates of each position present and debate the merits of their proposals before key decision makers.
Drawbacks of the dialectic method technique are that winning the debate may overshadow the issue at hand, and this method requires more skill training than does devil’s advocacy.
People tend to handle (negative) conflict in similar ways, referred to as styles.
Figure 10-5 shows some of the common conflict styles, distinguished based on relative concern for others (x-axis) and concern for self (y-axis).
Integrating (problem solving): interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution.
Obliging (smoothing): people show low concern for themselves and a great concern for others.
Dominating: high concern for self and low concern for others, often characterized by “I win, you lose” tactics.
Avoiding: passive withdrawal from the problem and active suppression of the issue are common.
Compromising: give-and-take approach with a moderate concern for both self and others.
Alternative dispute resolution (ADR) is a means for solving disputes using an independent third party and avoids the costs and problems associated with litigation or unilateral decision making.
ADR has enjoyed enthusiastic growth in recent years due to lower costs and speed.
ADR methods vary with respect to difficulty and expense.
Facilitation: a third party informally urges disputing parties to deal directly with each other in a positive and constructive manner.
Conciliation: a neutral third party informally acts as a communication conduit between disputing parties.
Peer review: a panel of trustworthy co-workers hears both sides of a dispute in an informal and confidential meeting and may make binding decisions depending on the company.
Ombudsman: someone who works for the organization and is widely respected and trusted by his or her co-workers hears grievances on a confidential basis and attempts to arrange a solution.
Mediation: a trained, third-party neutral actively guides the disputing parties in exploring innovative solutions to the conflict to help the disputants to reach a mutually acceptable decision.
Arbitration: a third-party neutral makes final and binding decisions based on legal merits.
The answer is D, ombudsman.
Distributive negotiation: usually involves a single issue—a “fixed pie”—in which one person gains at the expense of another.
This position-based, “win–lose” approach of distributive negotiation is arguably the most common.
Integrative negotiation: A host of interests are considered, resulting in an agreement that is satisfactory for both parties.
This kind of interest-based negotiation is a more collaborative, problem-solving approach.
Table 10.8 in the text describes some of the key differences between conventional position-based negotiation and the more collaborative interest-based process.
Factors to Consider When Choosing Which Approach to Take:
Personality matters in the negotiation process, with people with high levels of agreeableness being best suited for integrative negotiations.
Skilled negotiators manage expectations in advance of actual negotiations.
It is important to consider the other person’s outcome and if that party is satisfied.
It is important to adhere to standards of justice.
You must remember your reputation and realize that winning at all costs often has significant costs.
Negotiation experts and researchers acknowledge that emotions are an integral part of the human experience, and they provide guidance on how to use emotions to your advantage.
Emotions are contagious, and if you want the other party to be calm, creative, or energetic, then consider showing these emotions yourself.
The following tips can help you prepare emotionally for an impending negotiation:
Determine the ideal emotions that will best suit your objectives.
Manage your emotions and determine what you can do in advance to put yourself in the ideal emotional state.
Know what your hot buttons are and manage them appropriately.
Use appropriate tactics to keep your balance.
Set your emotional goals of how you want to feel when you are finished negotiating (e.g., relieved, satisfied, etc.).
Person factors and ethical negotiations. Personality has been extensively studied and linked to first impressions of and satisfaction with negotiation partners, distributive and integrative negotiation success, and speed of reaching final agreements, among others.
Situation factors and ethical negotiations. Situation factors often influence person factors to produce outcomes different from what you might expect.