Define the term conflict, and put the three metaphors of conflict into proper perspective for the workplace. Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party. Conflict is inevitable but not necessarily destructive. Metaphorically, conflict can be viewed as war (win at all costs), an opportunity (be creative, grow, and improve), or a journey (a search for common ground and a better way). Within organizations, we are challenged to see conflicts as win–win opportunities and journeys rather than as win–lose wars.
Distinguish between functional and dysfunctional conflict, and discuss why people avoid conflict. Functional conflict enhances organizational interests while dysfunctional conflict is counterproductive. Three desired conflict outcomes are agreement, stronger relationships, and learning. People avoid conflict because of the following fears: harm; rejection; loss of relationship; anger; being seen as selfish; saying the wrong thing; failing; hurting someone else; getting what we want; and intimacy.
List six antecedents of conflict, and identify the desired outcomes of conflict. Among the many antecedents of conflict are incompatible personalities or value systems; competition for limited resources; inadequate communication; unreasonable or unclear policies, standards, or rules; unreasonable deadlines or extreme time pressure; collective decision making; unmet expectations; and unresolved or suppressed conflicts. The three desired outcomes of conflict are agreement, stronger relationships, and learning.
Define personality conflicts, and explain how managers should handle them. Personality conflicts involve interpersonal opposition based on personal dislike 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, antidiscrimination, and sexual harassment. Managers should investigate and document personality conflict, 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.
Discuss the role of in-group thinking in intergroup conflict, and explain what management can do about intergroup 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. According to the updated contact model, managers first must strive to eliminate negative relationships between conflicting groups. Beyond that, they need to provide team building, encourage personal friendships across groups, foster positive attitudes about other groups, and minimize negative gossip about groups.
Discuss what can be done about cross-cultural conflict. 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).
Explain how managers can stimulate functional conflict, and identify the five conflict-handling styles. There are many antecedents of conflict—including incompatible person-alities, competition for limited resources, and unrealized expectations—that need to be monitored. 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.
Explain the nature and practical significance of conflict triangles and alternative dispute resolution for third-party
conflict intervention. A conflict triangle occurs when one member of a conflict seeks the help of a third party rather than facing the opponent directly. Detriangling is advised, whereby the third-party redirects the disputants' energy toward each other in a positive and constructive manner. Alternative dispute resolution involves avoiding costly court battles with more informal and user-friendly techniques such as facilitation, conciliation, peer review, ombudsman, mediation, and arbitration.
Explain the difference between distributive and integrative negotiation, and discuss 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 deal packages, and creative agreement are central to this approach.
