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| Objective [1] Define the term conflict, distinguish between functional and dysfunctional conflict, and identify three desired outcomes of conflict. Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party. It is inevitable and not necessarily destructive. Too little conflict, as evidenced by apathy or lack of creativity, can be as great a problem as too much conflict. Functional conflict enhances organizational interests while dysfunctional conflict is counterproductive. Three desired conflict outcomes are agreement, stronger relationships, and learning. Objective [2] Define personality conflicts, and explain how they should be managed. Personality conflicts involve interpersonal opposition based on personal dislike and/or disagreement (or as an outgrowth of workplace incivility). Care needs to be taken with personality conflicts in the workplace because of the legal implications of diversity, discrimination, and sexual harassment. Managers should investigate and document personality conflicts, take corrective actions such as feedback or behavior modification if appropriate, or attempt informal dispute resolution. Difficult or persistent personality conflicts need to be referred to human resource specialists or counselors. Objective [3] Discuss the role of in-group thinking in intergroup conflict, and explain what can be done to avoid cross-cultural conflict. Members of in-groups tend to see themselves as unique individuals who are more moral than outsiders, whom they view as a threat and stereotypically as all alike. In-group thinking is associated with ethnocentric behavior. International consultants can prepare people from different cultures to work effectively together. Cross-cultural conflict can be minimized by having expatriates build strong cross-cultural relationships with their hosts (primarily by being good listeners, being sensitive to others, and being more cooperative than competitive). Objective [4] Explain how managers can program functional conflict, and identify the five conflict-handling styles. Functional conflict can be stimulated by permitting antecedents of conflict to persist or programming conflict during decision making with devil’s advocates or the dialectic method. The five conflict-handling styles are integrating (problem solving), obliging (smoothing), dominating (forcing), avoiding, and compromising. There is no single best style. Objective [5] Identify and describe at least four alternative dispute resolution (ADR) techniques. Alternative dispute resolution (ADR) involves avoiding costly court battles with more informal and user-friendly techniques such as facilitation, conciliation, peer review, ombudsman, mediation, and arbitration. Objective [6] Draw a distinction between distributive and integrative negotiation, and explain the concept of added-value negotiation. Distributive negotiation involves fixed-pie and win-lose thinking. Integrative negotiation is a win-win approach to better results for both parties. The five steps in added-value negotiation are as follows: Step 1, clarify interests; Step 2, identify options; Step 3, design alternative deal packages; Step 4, select a deal; and Step 5, perfect the deal. Elements of value, multiple deals, and creative agreement are central to this approach. |