Negotiation and Conflict Management
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Senior leaders are always negotiating with a host of stakeholders. In this session, we look at five negotiation tactics that work. You will complete a diagnostic tool to better understand the way you prefer to negotiate and deal with conflict.
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10Major Topics I’ll Learn and Questions I Should Be Able to .docx
10
Major Topics I’ll Learn and Questions I Should Be Able to Answer
10.1 A Contemporary View of Conflict
MAJOR QUESTION: How can a contemporary perspective on conflict
make me more effective at school, work, and home?
10.2 Conventional Forms of Conflict
MAJOR QUESTION: What are some types of conflict and how
can I manage them to my benefit?
10.3 Forms of Conflict Intensified 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?
10.4 Effectively Managing Conflict
MAJOR QUESTION: What can I do to prevent, reduce, or even overcome
conflict?
10.5 Negotiation
MAJOR QUESTION: What are some best practices for effective
negotiation?
How Can These Skills Give Me an Advantage?
MANAGING CONFLICT
AND NEGOTIATIONS
377
The Organizing Framework in Figure 10.1 summarizes the key concepts you’ll learn in
this chapter. You’ll notice a large number of person factors, such as your personality,
experience, conflict-handling styles, mindfulness, and civility influence the type, fre-
quency, and intensity of conflict you have in all arenas of your life. Many of these same
factors influence how you negotiate. You’ve also undoubtedly expect relationship
quality, leadership, organizational climate, as well as a number of norms and practices
to shape conflict and negotiations at work. The importance of these factors notwith-
standing, our primary focus in this chapter is understanding conflict and negotiation
processes themselves, and how they in turn impact nearly every outcome in the Orga-
nizing Framework. This complexity and broad impact of conflict, in particular, high-
lights the critical importance of managing conflict for your own satisfaction and
performance at work.
FIGURE 10.1 ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING OB
SOURCE: © 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors.
INPUTS PROCESSES OUTCOMES
Person Factors
• Personality
• Experience
• Skills and abilities
• Conflict-handling styles
• Values
• Needs
• Mindfulness
• Ethics
• Incivility
Situation Factors
• Relationship quality
• Leadership
• Organizational climate
• Stressors
• Incivility
• Alternative dispute resolution
practices
Individual Level
• Conflict and negotiation
• Emotions
• Interpersonal skills
• Perceptions
• Performance management
practices
• Trust
• Communication
Group/Team Level
• Group/team dynamics
• Conflict and negotiation
• Decision making
• Performance management
• Leadership
• Communication
• Trust
Organizational Level
• Human resource policies and
practices
• Communication
• Leading and managing
change and stress
Individual Level
• Task performance
• Work attitudes
• Citizenship behavior/
counterproductive behavior
• Turnover
• Career outcomes
• Creativity
Group/Team Level
• Group/team performance
• Group satisfaction
•.
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This document discusses managing team and organizational conflict. It begins by defining team conflict and discussing its nature. It then provides a six-step procedure for dealing with conflict in teams that involves listening, understanding other perspectives, showing concern for relationships, finding common ground, generating new solutions, and reaching agreements. It also discusses types of team conflicts, sources of conflict, and effective ways to deal with team conflict. For organizational conflict, it covers types, causes, positive and negative outcomes, and effects on performance. Finally, it discusses conflict resolution, resolution of organizational conflict, and benefits of proper conflict management.
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Hire On Future Potential Or Past Performance
Assessing candidate’s potential, regardless of whether they’re within or outside the firm, is increasingly more important in a dynamic workplace. In a changing work setting, future potential is more valuable than past experience.
Experience still counts. But future potential is becoming increasingly important.
HR still relies on the behavioral interviewing technique. "Can you explain a time when you had to do ... " is a typical approach.
How then do we assess people based on their future potential? Is it reliable?
With the world transforming at a dizzying rate, beyond apparent major trends, it’s tricky to predict what the future holds. What’s worked in the past is therefore no guarantee that it will work in the future. With the relentless intrusion of AI, the way jobs are done is constantly transforming. Some jobs are disappearing. Some jobs are emerging. In this milieu, future potential rather than past competency is a more prized.
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He acknowledges that many companies are in transit between the current and new thinking. It’s undoubtedly true too that a small number of businesses have made a successful shift to the necessary future states. And also there are many companies who are stuck in old thinking.
For example, they may have abolished their traditional appraisal system and moved to a process of regular developmental conversations between managers and team members (Shift 11). But that same company may still be wedded to selecting new hires solely based on their past experience and not developed a process to assess future potential (Shift 1). Regardless of where your organization may sit, the model gives you a useful tool to evaluate your HR practices in the context of the employee lifecycle.
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In our outrageously busy world we don't have time to attend to improving how our team functions. And when we do find time, it's usually because of a crisis and then the need to change is a necessity.
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There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
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Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
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The document discusses how to frame feedback for maximum effect by providing specific, timely feedback focused on the future in a private setting. It recommends emphasizing strengths as well as weaknesses, seeking causes, and avoiding confrontation. It also advertises an upcoming webinar on managing expectations and offers a discounted book on feedback and engagement.
Giving Remote Feedback
Feedback is challenging face-to-face. But remote feedback is even more challenging.
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Giving feedback can be challenging in any situation. But remote feedback has its own challenges, whether it's positive or constructive. This webinar canvasses a few of main challenges.
The obvious difficulty is that you’re not in the same physical space. Although some managers might think that’s positive! Furthermore, you don’t have a first-hand observation of what your team member is doing, or not doing. So how does one get feedback under these conditions?
It’s natural for constructive feedback to have a stronger emotional reaction then positive feedback. We tend to ruminate more over criticism, even if its constructive.
Given the additional stress that people are facing with Covid-19, negative feedback becomes even more tricky to give and receive. During this pandemic, employees are easily going to feel defensive when they receive criticism.
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The concept of the “super job” is discussed by management consultant, Erica Vollini, and colleagues, in the article, From Jobs to Superjobs. Super jobs are jobs that combine work and responsibilities with technology to broaden the scope of the work performed. These super jobs combine what humans and machines do best to magnify the productive impact of work.
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Negotiation and Conflict Management
- 3. Unit 1—Enhancing Your Personal Influence at the Executive Level Unit 2—Strategically Managing Performance Unit 3—Creating Thinking Space and Managing Time Unit 4—Options for Organisational Structuring Unit 5—Negotiation and Conflict Management Unit 6—Driving Positive Culture Change
- 4. Unit 4—Options for Organisational Structuring Unit 5—Negotiation and Conflict Management
- 5. Your homework Spend sometime making some changes to your structure & discuss with your team for feedback
- 6. Political awareness The model When to use the different styles Case studies
- 7. WiseClever Inept Innocent Politically Aware Politically Unaware GamePlayer Actwith Integrity Baddeley (1987) Political Skills for Leaders
- 9. Competing • When speed and decisiveness are necessary • When parties refuse to cooperate and are trying to take advantage of you • When an unpopular decision needs to be made then a competitive decision may be necessary.
- 10. Accommodating • When the relationship is more important than the issue • When there is no hope of having your wishes met • When it is not very important
- 11. Avoiding • When diplomacy can help smooth a situation • Putting off a decision until a better time or when people have calmed down • When neither the relationship or the issue is important to you • When you need to know more before you take action
- 12. Collaborating • In situations where both the issue and the relationship are important • Where an outcome that satisfies both parties is sought • When all parties need to be committed to a solution • When a creative solution needs to be found
- 13. Compromising • Useful when time is running out and decisions need to be made • Sometimes can be used when collaboration or competing has failed • Can be a temporary, short term solution to conflict while collaborative efforts continue • Sometimes compromise is the only way
- 14. Organisational Change & Leadership Development
- 15. Situation 1 A customer calls and wants you to handle an order for him. You no longer work in that team and it would create a major problem internally if you crossed departments. However, the customer who orders a moderate amount of product has been very insistent with you.
- 16. Situation 2 You’ve had your car in for repair and although the claim it's fixed you have the same problem. It is not a regular fault and is obvious. You paid your bill when you collected the car and are not prepared to pay more. They are the only dealer that is at all convenient for you. You want your car fixed properly NOW!
- 17. Situation 3 You are the Manager of a team that currently has a manual recording system and your analysis shows greater productivity if it's automated. Susan Jones runs the same kind of operation in another team. She disagrees with your proposition citing customer concerns and employee resistance plus technical problems with the system you are proposing. Your Manager has told you to resolve the situation with Susan because you must both run the same way.
- 18. Situation 4 Your boss has a personal dislike of one of your team- and is insisting you fire that person. Whilst you recognise some occasional problems, you can manage that quite easily and that person is in fact, important to the team output.
- 19. Situation 5 As Manager, you want to design a new system in a way that suits you. Your approach at the Managers’ meeting is to raise it with the other Managers who are all affected by the proposed new system. One of the other Managers says it’s too costly that way and that each Manager should simply offer their approach and the General Manager make the decision.
- 20. Key Messages … be flexible don’t overuse your preferred style If plan A doesn’t work …
- 21. Your homework Practice using all five styles