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Managing conflict and Negotiating (Conflict (One party perceives its…
Managing conflict and Negotiating
Conflict
One party perceives its interest are being opposed or set back by another party
Inevitable due to:
Constant change, Greater employee diversity, More teams, Less face-to-face communications, Global economy with increased cross-cultural dealings
Too little conflict>Lack of creativity, indecision, missed deadline
Appropriate conflict>Energize ppl in constructive directions
Too much conflict>Erode org performance, political in fighting, dissatisfaction
Language of conflict:
Conflict as war, as opportunity, as a journey
Functional Conflict: Serves org's interest, typically issue-focused, stimulates creativity
Dysfunctional Conflict: Threatens org's interest, typically person-focused, breeds hostility, stifles communication
Causes: Incompatible goals, overlapping/unclear job boundaries, interdependence, scarce resources, inter-department competition, poor communication etc
Outcomes: Good>Agreement, stronger relationship, Learning
Bad>Stress, low morale, politics, lower performance
Types of conflict
Personality conflict
Intergroup conflict
Cross-cultural conflict
Managing conflict
Devil's Advocacy: Assigning someone role of critic
Dialectic Method: Foster structured debate of opposing viewpoints prior to making a decision
5 Conflict handling styles:
Integrating, Obliging, Dominating,Avoiding, Compromising
Third-party Interventions: Conflict triangles, Alternative dispute resolution
Negotiation
Distributive
Single issue, fixed-pie, win-lose
Integrative
More than 1 issue, win-win
Clarify interest
Identify options
Design alternative deal packages
Select a deal
Perfect the deal
Questionable/Unethical Tactics:
Lies, Exaggerated praise, Deception, Weakening the opponent, Strengthening one's own position, nondisclosure, information exploitation, change of mind, distraction, maximisation