Description
Negotiating is the process of getting the best terms once the other side starts to act on their interest.
1
Conflict at TELUS
Its advertisements say “the future is friendly,” but TELUS management and union leaders have been feuding ever since TELUS merged with BC Telecom to become Canada’s second largest telecommunications company.
Calgary Herald/Janelle Schneider
2
Conflict Defined
The process in which one party perceives that its interests are being opposed or negatively affected by another party.
Calgary Herald/Janelle Schneider
3
The Conflict Process
Conflict Perceptions Sources of Conflict Conflict Emotions Manifest Conflict Conflict Outcomes
Conflict Escalation Cycle
4
Organizational Conflict Outcomes
Potential benefits
? Improves decision making ? Strengthens team dynamics
Dysfunctional outcomes
? Diverts energy and resources ? Weakens knowledge management ? Increases frustration, job dissatisfaction,
stress, turnover and absenteeism
5
Task vs Socioemotional Conflict
Constructive (task-related) conflict
understand the issues better Potentially healthy and valuable
? Conflict is aimed at issue, not parties ? Helps recognize problems, identify solutions, and
?
Socioemotional (relationship) conflict
? Conflict viewed as a personal attack ? Introduces perceptual biases ? Distorts information processing
6
Minimizing Socioemotional Conflict
Emotional intelligence
? ?
? ? ? ? ?
Better able to regulate emotions View others’ emotions as information
Cohesive team
More trust and latitude Understand other team members better Motivated to minimize escalating conflict
Supportive team norms
Appreciate honest dialogue without personal affront Some norms might discourage displaying negative emotions
7
Conflict at Air Canada
Conflict between the “Original Air Canada” pilots and former Canadian Airlines pilots over seniority rights has created tension and ill-feelings. “We will not mingle with those people [Air Canada pilots] and the feeling is mutual,” says a former Canadian airlines pilot now working at Air Canada.
CP/Ryan Remiorz
8
Sources of Conflict
Incompatible Goals
• One party’s goals perceived to interfere with other’s goals
Differentiation
• Different values/beliefs • Explains cross-cultural and generational conflict • Conflict increases with interdependence • Higher risk that parties interfere with each other
more
9
Task Interdependence
Sources of Conflict (con’t)
Scarce Resources
• Motivates competition for the resource
• Creates uncertainty, threatens goals Ambiguous Rules • Without rules, people rely on politics
Communication Problems
• Increases stereotyping • Reduces motivation to communicate • Escalates conflict when arrogant
10
Conflict Management Styles
High
Forcing
Problem-Solving
Assertiveness
Compromising
Avoiding
Low
Yielding
Cooperativeness
11
High
Emphasizing Superordinate Goals
? Emphasizing common objectives rather than conflicting sub-goals ? Reduces goal incompatibility and differentiation
12
Reducing Differentiation
Remove sources of different values and beliefs Move employees around to different jobs, departments, and regions
Other ways to reduce differentiation:
? Common dress code/status ? Common work experiences
13
Better Communication/Understanding
Employees understand and appreciate each other’s views through communication
? Relates to contact hypothesis
Two warnings:
? 1. Apply communication/understanding after
reducing differentiation
? 2. A Western strategy that may conflict with
values/traditions in other cultures
14
Other Ways to Manage Conflict
Reduce Task Interdependence
? Dividing shared resources ? Combine tasks ? Use buffers
? Duplicate resources
Increase Resources
Clarify Rules and Procedures
? Clarify resource distribution ? Change interdependence
15
Bargaining Zone Model
Your Positions
Initial Target Resistance
Area of Potential Agreement
Resistance
Target
Initial
Opponent’s Positions
16
Situational Influences on Negotiation
Location
Physical Setting Time Passage and Deadlines Audience
© Corel Corp. With permission.
17
Effective Negotiator Behaviours
Preparation and goal setting Gathering information
Communicating effectively
Making concessions
© Corel Corp. With permission.
18
Types of Third Party Intervention
High
Mediation
Inquisition
Level of Process Control
Arbitration
Low
Level of Outcome Control
19
High
C H A P T E R: T H I R T E E N
Conflict and Negotiation in the Workplace
13
doc_182973902.ppt
Negotiating is the process of getting the best terms once the other side starts to act on their interest.
1
Conflict at TELUS
Its advertisements say “the future is friendly,” but TELUS management and union leaders have been feuding ever since TELUS merged with BC Telecom to become Canada’s second largest telecommunications company.
Calgary Herald/Janelle Schneider
2
Conflict Defined
The process in which one party perceives that its interests are being opposed or negatively affected by another party.
Calgary Herald/Janelle Schneider
3
The Conflict Process
Conflict Perceptions Sources of Conflict Conflict Emotions Manifest Conflict Conflict Outcomes
Conflict Escalation Cycle
4
Organizational Conflict Outcomes
Potential benefits
? Improves decision making ? Strengthens team dynamics
Dysfunctional outcomes
? Diverts energy and resources ? Weakens knowledge management ? Increases frustration, job dissatisfaction,
stress, turnover and absenteeism
5
Task vs Socioemotional Conflict
Constructive (task-related) conflict
understand the issues better Potentially healthy and valuable
? Conflict is aimed at issue, not parties ? Helps recognize problems, identify solutions, and
?
Socioemotional (relationship) conflict
? Conflict viewed as a personal attack ? Introduces perceptual biases ? Distorts information processing
6
Minimizing Socioemotional Conflict
Emotional intelligence
? ?
? ? ? ? ?
Better able to regulate emotions View others’ emotions as information
Cohesive team
More trust and latitude Understand other team members better Motivated to minimize escalating conflict
Supportive team norms
Appreciate honest dialogue without personal affront Some norms might discourage displaying negative emotions
7
Conflict at Air Canada
Conflict between the “Original Air Canada” pilots and former Canadian Airlines pilots over seniority rights has created tension and ill-feelings. “We will not mingle with those people [Air Canada pilots] and the feeling is mutual,” says a former Canadian airlines pilot now working at Air Canada.
CP/Ryan Remiorz
8
Sources of Conflict
Incompatible Goals
• One party’s goals perceived to interfere with other’s goals
Differentiation
• Different values/beliefs • Explains cross-cultural and generational conflict • Conflict increases with interdependence • Higher risk that parties interfere with each other
more
9
Task Interdependence
Sources of Conflict (con’t)
Scarce Resources
• Motivates competition for the resource
• Creates uncertainty, threatens goals Ambiguous Rules • Without rules, people rely on politics
Communication Problems
• Increases stereotyping • Reduces motivation to communicate • Escalates conflict when arrogant
10
Conflict Management Styles
High
Forcing
Problem-Solving
Assertiveness
Compromising
Avoiding
Low
Yielding
Cooperativeness
11
High
Emphasizing Superordinate Goals
? Emphasizing common objectives rather than conflicting sub-goals ? Reduces goal incompatibility and differentiation
12
Reducing Differentiation
Remove sources of different values and beliefs Move employees around to different jobs, departments, and regions
Other ways to reduce differentiation:
? Common dress code/status ? Common work experiences
13
Better Communication/Understanding
Employees understand and appreciate each other’s views through communication
? Relates to contact hypothesis
Two warnings:
? 1. Apply communication/understanding after
reducing differentiation
? 2. A Western strategy that may conflict with
values/traditions in other cultures
14
Other Ways to Manage Conflict
Reduce Task Interdependence
? Dividing shared resources ? Combine tasks ? Use buffers
? Duplicate resources
Increase Resources
Clarify Rules and Procedures
? Clarify resource distribution ? Change interdependence
15
Bargaining Zone Model
Your Positions
Initial Target Resistance
Area of Potential Agreement
Resistance
Target
Initial
Opponent’s Positions
16
Situational Influences on Negotiation
Location
Physical Setting Time Passage and Deadlines Audience
© Corel Corp. With permission.
17
Effective Negotiator Behaviours
Preparation and goal setting Gathering information
Communicating effectively
Making concessions
© Corel Corp. With permission.
18
Types of Third Party Intervention
High
Mediation
Inquisition
Level of Process Control
Arbitration
Low
Level of Outcome Control
19
High
C H A P T E R: T H I R T E E N
Conflict and Negotiation in the Workplace
13
doc_182973902.ppt