麦克沙恩《组织行为学》7eIChap011课件

ConflictandNegotiationintheWorkplaceCopyright©2015McGraw-HillEducation.

Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.ManagingIntergenerationalConflictatL’OrealCanadaL’OrealCanadaemployeesAshleyBancroft,ChristianBouchard,andWendyStewartsaythecompany’sValorizingIntergenerationalDifferencestraininghashelpedthemminimizedysfunctionalconflictandimproverelationswithcoworkers.IsConflictGoodorBad?NegativeOutcomesPositiveOutcomesWastestime,energy,resourcesLessinformationsharing,productivityMoreorganizationalpoliticsMorejobdissatisfaction,turnover,stressWeakensteamcohesion(whenconflictiswithinteam)FullerdebateofdecisionchoicesDecisionassumptionsarequestionedPotentiallygeneratesmorecreativeideasImprovesresponsivenesstoexternalenvironmentIncreasesteamcohesion(conflictwithotherteams)EmergingView:TaskVersusRelationshipConflictTask(constructive)conflictPartiesfocusontheissue,respectpeoplewithotherpointsofviewTrytounderstandlogic/assumptionsofeachpositionRelationshipconflictFocusonpersonalcharacteristics(notissues)asthesourceofconflictTrytoundermineeachother’sworth/competenceAccompaniedbystrongnegativeemotionsMinimizingRelationshipConflictGoal:encouragetaskconflict,minimizerelationshipconflictProblem:relationshipconflictoftendevelopswhenengagingintaskconflictThreeconditionsthatminimizerelationshipconflictduringtaskconflict:EmotionalintelligenceCohesiveteamSupportiveteamnormsTheConflictProcessSourcesofConflictManifestConflictConflictOutcomesConflictPerceptionsandEmotionsConflictEscalationCycleDifferentiationInterdependenceDifferentvalues/beliefsExplainscross-cultural,generational,mergerconflictConflictincreaseswithinterdependencePartiesmorelikelytointerferewitheachotherIncompatibleGoalsOneparty’sgoalsperceivedtointerferewithother’sgoalsStructuralSourcesofConflictAmbiguousRulesCommunicationProblemsCreatesuncertainty,threatensgoalsEncouragespoliticalbehaviorRelyonstereotypesLessmotivationtocommunicateArrogantlanguageescalatesconflictScarceResourcesMotivatescompetitionfortheresourceStructuralSourcesofConflictXeroxCEOUrsulaBurns(leftinthisphoto)warnsthatthecompanyhastoomuchavoidanceconflicthandling.“Wearereally,really,reallynice,”sheemphasizes.“Iwantustostaycivilandkind,butwehavetobefrank.”ConflictHandlingatXeroxAssertivenessCooperativenessForcingProblem-solvingCompromisingAvoidingYieldingHighLowHighFiveConflictHandlingStylesConflictHandlingContingenciesProblemsolvingBestwhen:InterestsarenotperfectlyopposingPartieshavetrust/opennessIssuesarecomplexProblem:otherpartymayuseinformationtoitsadvantageForcingBestwhen:youhaveadeepconvictionaboutyourpositionquickresolutionrequiredotherpartywouldtakeadvantageofcooperationProblems:relationshipconflict,long-termrelationsConflictHandlingContingenciesAvoidingBestwhen:conflictisemotionally-charged(relationshipconflict)conflictresolutioncostishigherthanbenefitsProblems:doesn’tresolveconflict;causesfrustrationYieldingBestwhen:otherpartyhasmuchmorepowerissueismuchlessimportanttoyouthanotherpartyvalue/logicofyourpositionisimperfectProblems:increasesother’sexpectations;imperfectsolutionConflictHandlingContingenciesCompromisingBestwhen:PartieshaveequalpowerQuicksolutionisrequiredPartieslacktrust/opennessProblem:Sub-optimalsolutionwheremutualgainsarepossibleStructuralApproachestoConflictManagementEmphasizesuperordinategoalsEmphasizecommonobjectivenotconflictingsub-goalsReducesgoalincompatibilityanddifferentiationReducedifferentiationReducedifferencesinvalues,attitudes,andexperiencese.g.MoveemployeesaroundtodifferentjobsStructuralApproachestoConflictManagementImprovecommunication/understandingUsedialoguetoimprovemutualunderstandingContacthypothesis,JohariwindowWarning:ApplycommunicationandunderstandingafterreducingdifferentiationStructuralApproachestoConflictManagementReduceinterdependenceCreatebuffersUseintegratorsCombinejobsIncreaseresourcesIncreaseamountofresourcesavailableClarifyrulesandproceduresEstablishrulesandproceduresClarifyrolesandresponsibilitiesTypesofThirdPartyInterventionMediationArbitrationInquisitionLevelofProcessControlLevelofOutcomeControlHighHighLowChoosingtheBest

3rdPartyStrategyManagerspreferinquisitionalstrategy,butnotusuallybestapproachMediationpotentiallyoffershighestsatisfactionwithprocessandoutcomesUsearbitrationwhenmediationfailsYourPositionsInitialTargetInitialTargetOpponent’sPositionsAreaofPotentialAgreementBargainingZoneModelResistanceResistanceStrategiesforClaimingValueClaimingvalue–aimingforthebestpossibleoutcomesforyourselfandyourconstituents.PrepareandsetgoalsKnowyourBATNAManagetimeManagefirstoffersandconcessionsStrategiesforCreatingValueCreatingvalue–useproblemsolvingtohelpbothpartiesreachthebestoutcomes.GatherinformationDiscoverprioritiesthroughoffersandconcessionsBuildtherelationship(trustwort