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CHAPTER 9 CONFLICT AND NEGOTIATION IN THE WORKPLACE - Coggle Diagram
CHAPTER 9
CONFLICT AND NEGOTIATION IN THE WORKPLACE
CONFLICT
- The process in which one party perceives that its interest are being opposed or negatively affected by another party.
CONSTRUCTIVE CONFLICT
Conflict is aimed at issue, not parties
RELATIONSHIP CONFLICT
Conflict is aimed at undermining the other party
MINIMIZING RELATIONSHIP CONFLICT
EMOTIONAL INTELLIGENCE
Allows individuals to better control their emotions during debates
COHESIVE TEAMS
members give each other more latitude to disagree and are less likely to interpret opposition as personal
SUPPORTIVE TEAM NORMS
discourage negative reactions toward co - workers during frank and open dialogue
THE CONFLICT PROCESS
STRUCTURAL SOURCES OF CONFLICT
INCOMPATIBLE GOALS
DIFFERENTIATION
TASK INTERDEPENDENCE
SCARCE RESOURCES
AMBIGOUS RULES
COMMUNICATIONS PROBLEMS
INTERPERSONAL CONFLICT HANDLING STYLES TWO GENERAL ORIENTATIONS
WIN-WIN ORIENTATIONS
believe parties will find a mutually beneficial solution to their disagreement
working together produces creative solution
WIN-LOSE ORIENTATION
belief that the more one party receives, the less the other receives.
sometimes appropriate, but often creates unnecessary conflict
tends to escalate conflict - parties use power and politics to gain advantages
5 CONFLICT HANDLING STYLES
FORCING
PROBLEM-SOLVING
YIELDING
COMPROMISING
AVOIDING
STRUCTURAL APPROACHES TO CONFLICT RESOLUTION
EMPHASIZING SUPERODINATE GOALS
REDUCING DIFFERENTIATION
IMPROVING COMMUNICATIONS / UNDERSTANDING
REDUCE TASK INTERDEPENDENCE
INCREASE RESOURCES
CLARIFY RULES AND PROCEDURES
GENDER DIFFERENCES IN CONFLICT MANAGEMENT STYLES
MEN AND WOMEN SEEM TO USE DIFFERENT STYLES
WOMEN TEND TO ADOPT A PROBLEM-SOLVING STYLE AND ARE MORE WILLING TO COMPROMISE TO PROTECT A RELATIONSHIP
MEN TEND TO BE MORE COMPETITIVE (FORCING) AND TAKE A SHORT-TERM ORIENTATION TO RELATIONSHIPS
BUT BE CAUTIOUS ABOUT OVER GENERALIZING
NEGOTIATIONS
SITUATIONAL INFLUENCES ON NEGOTIATIONS
LOCATIONS
PHYSICAL SETTING
TIME PASSAGE AND DEADLINE
AUDIENCE
4 EFFECTIVE NEGOTIATION BEHAVIOR
PREPARATION AND GOAL SETTING
GATHERING INFORMATIONS
COMMUNICATING EFFECTIVELY
MAKING CONCESSIONS
THIRD PARTY CONFLICT RESOLUTION
TYPES
ARBITURATION
INQUISITION
MEDIATION
TYPES OF THIRD PARTY INTERVENTION
MEDIATION
INQUISITION
ARBITURATION
CHOOSING THE BEST 3RD PARTY STRATEGY
Managers prefer inquisitional strategies, but not usually best approach
Mediation potentially offers highest satisfaction with ;process and outcomes
Use arbitration when mediation fails
ALTERNATIVES DISPUTES RESOLUTION
Grievance process, followed by mediation, then arbitration
Used in non-union workplaces and between companies
