Presentation Slides
to Accompany
Organizational Behavior
10th Edition Don Hellriegel and John W. Slocum, Jr. Chapter 9Managing Interpersonal Conflict and Negotiation
Prepared by Michael K. McCuddy Valparaiso University
Slide 9.1 Learning Objectives for Managing Interpersonal Conflict and Negotiation
State the four basic levels of conflict in
organizations
Explain the five sources of interpersonal
power that influence conflict management
Name five interpersonal conflict handling
styles and their use
Identify the basic types of negotiation and
negotiation strategies
Chapter 9: Managing Intepersonal Conflict and Negotiation 143
Slide 9.2
Effects of Various Dimensions of Conflict
DIMENSION The issue itself Size of the stakes Continuity of interaction DIFFICULT TO RESOLVE A matter of principle Large Single transaction EASY TO RESOLVE Simply dividing up something Small Long-term relationships Cohesive, with strong leadership
Characteristics of Disorganized, with participants groups weak leadership Involvement of third parties
No neutral third party Trusted, prestigious, available neutral third party available
Source: Adapted from Greenhaigh, L. Managing conflict. In R. J. Lewicki, D. M. Saunders, and J. W. Minton (eds.), Negotiation, 3rd ed. Boston: Irwin/McGraw-Hill, 1999, 7. Chapter 9: Managing Intepersonal Conflict and Negotiation 144
Slide 9.3 Primary Levels of Conflict Within Organizations
Intrapersonal (within an individual) Interpersonal (between individuals) Intragroup (within a group) Intergroup (between groups)
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Slide 9.4 Basic Types of Intrapersonal Conflict
Approachapproach conflict
An individual must choose among alternatives, each of which is expected to have a positive outcome
Avoidanceavoidance conflict
An individual must choose among alternatives, each of which is expected to have a negative outcome
Approachavoidance conflict
An individual must decide whether to do something that has both positive and negative outcomes
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Slide 9.5 Conditions that Increase the Intensity of Intrapersonal Conflict
Several realistic alternatives are available
for handling the conflict
The positive and negative consequences
of the alternatives are roughly equal
The source of conflict is important to the
individual
Chapter 9: Managing Intepersonal Conflict and Negotiation 147
Slide 9.6 Role Episode Model
Role Senders
* Role expectations * Perceptions of focal persons behaviors * Evaluations * Role messages * Role pressures
Focal Person
* Perception * Response of messages * Coping and efforts pressures * Compliance * Role conflict * Role ambiguity
Source: Based on Kahn, R. L., et al. Organizational Stress: Studies in Role Conflict and Ambiguity. New York: John Wiley & Sons, 1964, 26. Chapter 9: Managing Intepersonal Conflict and Negotiation
148
Slide 9.7 Types of Role Conflict
Intrasender role conflict
Different messages and pressures from a single member of the role set are incompatible
Intersender role conflict
Messages and pressures from one role sender oppose those from one or more other senders
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Slide 9.7 (continued) Types of Role Conflict
Interrole conflict
Role pressures associated with membership in one group are incompatible with those stemming from membership in other groups
Personrole conflict
Role requirements are incompatible with the focal persons own attitudes, values, or views of acceptable behavior
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Slide 9.8 Behaviors for Coping with Role Ambiguity
Initiating aggressive action Withdrawing Approaching the role sender or
senders to attempt joint problem solving
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Slide 9.9 Sources of Interpersonal Power
Reward power
An individuals ability to influence others behaviors by rewarding them
Coercive power
An individuals ability to influence others behaviors by punishing them
Legitimate power
A managers ability to influence subordinates behavior because of the managers formal position in the organization
Chapter 9: Managing Intepersonal Conflict and Negotiation 152
Slide 9.9 (continued) Sources of Interpersonal Power
xpert power
An individuals ability to influence others behaviors because of recognized competencies, talents, or specialized knowledge
Referent power
An individuals ability to influence others behaviors as a result of being respected, admired, or liked
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Slide 9.10 Interpersonal Conflict Handling Styles
Avoiding Style
Unassertive and uncooperative
Forcing Style
Assertive and uncooperative
Accommodating Style
Unassertive and cooperative
Collaborating Style
Assertive and cooperative
Compromising Style
Intermediate level of assertive and cooperative behaviors
Chapter 9: Managing Intepersonal Conflict and Negotiation 154
Slide 9.11
When Should the Avoiding Style Be Used to Handle Interpersonal Conflicts?
The issue is of minor or passing
importance
Insufficient information to effectively deal
with the conflict
Low power relative to the other party Others can more effectively resolve the
conflict
Chapter 9: Managing Intepersonal Conflict and Negotiation 155
Slide 9.12
When Should the Forcing Style Be Used to Handle Interpersonal Conflicts?
Emergencies requiring quick action Unpopular actions must be taken for long-
term organizational effectiveness and survival
Self-protective action is needed
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Slide 9.13
When Should the Accommodating Style Be Used to Handle Interpersonal Conflicts?
Need to defuse a potentially explosive
emotional conflict situation
Short-run need to keep harmony and
avoid disruption
Conflict is primarily based on personality
and cannot be easily resolved
Chapter 9: Managing Intepersonal Conflict and Negotiation 157
Slide 9.14
When Should the Collaborating Style Be Used to Handle Interpersonal Conflicts?
High level of cooperation is needed Sufficient parity exists in power of
conflicting parties
Potential for mutual benefits, especially
over long run
Sufficient organizational support to take
the time and energy for collaboration
Chapter 9: Managing Intepersonal Conflict and Negotiation 158
Slide 9.15
When Should the Compromising Style Be Used to Handle Interpersonal Conflicts?
Agreement enables each party to be better
off, or at least not worse off, than without an agreement
Achieving a total winwin agreement is
not possible
Conflicting goals block agreement on one
persons proposal
Chapter 9: Managing Intepersonal Conflict and Negotiation 159
Slide 9.16 Basic Types of Negotiation
Distributive negotiations
Involve winlose, fixed-amount situations wherein one partys gain is another partys loss
Integrative negotiations
Involve joint problem solving to achieve results benefiting both parties
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Slide 9.16 (continued) Basic Types of Negotiation
Attitudinal structuring
The process by which conflicting parties seek to establish desired attitudes and relationships
Intraorganizational negotiations
Involve sets of negotiators representing different groups, and each set of negotiators tries to build consensus for agreement to resolve intragroup conflict before dealing with the other groups negotiators
Chapter 9: Managing Intepersonal Conflict and Negotiation 161
Slide 9.17 Matrix of Negotiated Outcomes
STRATEGY OF PERSON A Integrative Distributive
Outcome:
Great for Person A Terrible for Person B
Outcome:
Mediocre for Person A Mediocre for Person B
Outcome:
Good for Person A Good for Person B
Integrative
Outcome:
Terrible for Person A Great for Person B
Distributive
STRATEGY OF PERSON B
Source: Adapted from Anderson, T. Step into my parlor: A survey of strategies and techniques for effective negotiation. Business Horizons, May-June 1992, 75. Chapter 9: Managing Intepersonal Conflict and Negotiation 162
Slide 9.18 Key Tasks for a Mediator
Ensuring mutual motivation Achieving a balance in situational power Coordinating confrontation efforts Promoting openness in dialogue Maintaining an optimum level of tension
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