Summary Chapter 13 "Managing Conflict and Negotiating" Organizational Behaviour

I Gde Reza Rizky Margana/1906420225
Summary Chapter 13 “Managing Conflict and Negotiating” Organizational

Behaviour
 Conflict is a natural occurrence in an organization whenever an action by one party is perceived

as preventing or interfering with the goals, needs, or actions of another party. Conflict can be
positive when it focuses on solving problems constructively and results in increasing
organizational productivity.
 Experts once believed that all conflict threatened managerial authority and thus had to be
squelched. Then the human relationists came along and recognized the inevitability of conflict
and advised managers to learn to live with it. Currently, experts believe that conflict can have
both positive and negative outcomes and that organizations can suffer from having too little or too
much conflict. If there is too little conflict, companies become apathetic, continue doing what
they’re doing, and resist change. Too much conflict can cause dissatisfaction, hostility, and a lack
of teamwork.
 Snowden and Boone have come with with an integrated model of the rational and non-rational
models by defining four kinds of environments and effective methods of decision making for
each:
Functional Conflict Dysfunctional Conflict

(serves organization’s interest) (threatens organization’s interest)
Typically issue-focused Typically person-focused
Stimulates creativity Breeds hostility and stifles
communication
 There are several causes of conflicts, namely:
 Incompatible personalities or value systems
 Role ambiguity/ overload
 Interdependent tasks
 Competition for limited resources
 Three desired outcomes of conflict:
 Agreement: strive for equitable and fair agreements that last
 Stronger Relationships: build bridges of goodwill and trust for the future
 Learning: greater self-awareness and creative problem solving
 There are several method to deal with personality conflicts:
 Communicate directly with the other person to resolve the perceived conflict
 Avoid dragging co-workers into the conflict
 If dysfunctional conflict persists, seek help from direct supervisors or human resource
specialists
 Do not take sides in someone else’s personality conflict
 Suggest the parties work things out themselves in a constructive and positive way
 If dysfunctional conflict persists, refer the problem to parties’ direct supervisors
 Investigate and document conflict
 If appropriate, take corrective action
 If necessary, attempt informal dispute resolution
 Refer difficult conflict to human resource specialists or hired counselors for formal
resolution attempts and other interventions
 There are several type of conflict that can increase the intergroup conflict, and it is important to
minimize intergroup conflict.
What cause level of perceived Recommended actions

intergroup conflict tends to increase
 Conflict within the group is high  Work to eliminate specific negative interactions
 There are negative interactions between groups
between groups  Conduct team building to reduce intragroup
 Influential third-party gossip conflict and prepare employees for cross-
about other group is negative functional teamwork
 Encourage personal friendships and good
working relationships across groups and
departments
 Foster positive attitudes toward members of other
groups
 Avoid or neutralize negative gossip across groups
or departments
 Interacting with individuals from different cultures can create conflicts or hurt feelings
unknowingly. Research by Tung identified nine specific ways to facilitate interaction with host-
country nationals ranked from most to least useful:
 Be a good listener
 Be sensitive to the needs of others
 Be cooperative rather than overly competitive
 Advocate inclusive (participative) leadership
 Compromise rather than dominate
 Build rapport through conversations
 Be compassionate and understanding
 Avoid conflict by emphasizing harmony
 Nurture others (develop and mentor)
 There are 2 approach to stimulating functional conflict, namely:
Devil’s advocacy approach: step 1) Action proposed

ensure there is a role with in step 2) Devil’s advocate criticizes it
group that will challenge the step 3) Both sides presented to decision makers
step 4) Decision is made and monitored
group or decision makers on an
existing or new proposed course
of action
Dialectic decision approach: step 1) Action proposed
challenging assumption and step 2) Assumptions identified
developing complete alternative step 3) Counterproposal generated on different assumptions
step 4) Debate takes place
solutions and debating them
step 5) Decision is made and monitored
based on their merits
 Five conflict-handling styles:
ConcernHigh
For Integrating/Collaborating Obliging/Accomodating
others
Compromising
Dominating Avoiding
Low
High Low
Concern for self
 The dominating style can be described as the “I win, you lose” perspective. Those with
this style are characterized as being assertive and uncooperative and striving to have their
own needs met at the other’s expense.
 The obliging/accommodating style is the “I lose, you win” perspective. This style is
characterized as being unassertive and cooperative, neglecting self to satisfy others;
believing that being accepted by others is more important than achieving personal goals;
not wanting to cause trouble, and being self-sacrificing and generous.
 The avoiding style is the “I lose and you lose” perspective. This style is characterized by
being uncooperative and unassertive, not being concerned with self or others, not
addressing the conflict, withdrawing, side stepping, and postponing.
 The integrating/collaborating style is the “you win, I win” perspective. This style is
characterized by being assertive and cooperative, satisfying both parties’ concerns,
finding underlying issues, reaching creative solutions, and colluding.
 The compromising style is the “I win some, you win some” perspective. This style is
characterized by using intermediate assertiveness and cooperativeness and achieving a
mutually acceptable solution that partially satisfies both by splitting the difference and
exchanging concessions.

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I Gde Reza Rizky Margana/1906420225

Summary Chapter 13 “Managing Conflict and Negotiating” Organizational

 Conflict is a natural occurrence in an organization whenever an action by one party is perceived

Functional Conflict Dysfunctional Conflict

What cause level of perceived Recommended actions

Devil’s advocacy approach: step 1) Action proposed

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