to accompany

1
PowerPoint Presentation to accompany Organizatio
nal Behavior 11th Edition Don Hellriegel and
John W. Slocum, Jr. Chapter 11Managing Conflict
and Negotiating Effectively
Prepared by Argie Butler Texas AM University
2
Learning Objectives for Managing Conflict and
Negotiating Effectively

• Describe the four basic levels of conflict in
  organizations

• Explain five interpersonal conflict-handling
  strategies and the conditions for their use.

• Discuss the core stages, strategies, and
  influences in negotiations.

• State several of the unique aspects and
  recommendations for negotiating across cultures.

3
Levels of Conflict in Organizations (Figure 11.1)
Intergroup
Intragroup
Interpersonal
Intrapersonal
4
Basic Types of Intrapersonal Conflict

• Approach-approach conflict

• An individual must choose between two or more
  alternatives, each of which is expected to have a
  positive outcome

• Avoidance-avoidance conflict

• An individual must choose between two or more
  alternatives, each of which is expected to have a
  negative outcome

• Approach-avoidance conflict

• An individual must decide whether to do something
  that is expected to have both positive and
  negative outcomes

5
Conditions that Increase the Intensity of
Intrapersonal Conflict

• Several realistic alternatives are available for
  handling the conflict

• Positive and negative consequences of the
  alternatives are roughly equal

• Source of conflict is important to the individual

6
Interpersonal Conflict Role Ambiguity
Common coping behaviors with severe role ambiguity

• Initiating aggressive action

• Withdrawing

• Approaching the role sender or senders to attempt
  joint problem solving

7
Intragroup Conflict
Disputes among some or all of a groups members,
which often affect a groups dynamics and
effectiveness
Often a problem in family-run businesses among
family members
Discussed extensively in Chapter 10Developing
and Leading Teams
8
Intergroup Conflict
Opposition, disagreements, and disputes between
groups and teams.
Common sources of intergroup conflict

• Perceived goal incompatibility

• Perceived differentiation

• Task Interdependency

• Perceived limited resources

9
Intergroup Conflict Diversity Based
Race
Religion
Common Diversity-related issues
Ethnicity
Gender
10
Model of Interpersonal Conflict-Handling Styles
(Figure 11.3)
Assertive
Forcing
Collaborating
Concernfor Self
Compromising
Avoiding
Accommodating
Unassertive
Uncooperative
Concern for Others
Cooperative
11
Avoiding Style Perhaps Use When

• 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
  more effectively

12
Forcing Style Perhaps Use When

• Emergencies requiring quick action

• Unpopular actions must be taken for long-term
  organizational effectiveness and survival

• Self-protective action is needed

13
Accommodating Style Perhaps Use When

• 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

14
Collaborating Style Use When

• 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

15
Compromise Style Use When

• Agreement enables each party to be better off, or
  at least not worse off, than without an agreement

• Achieving a total win-win agreement is not
  possible

• Conflicting goals block agreement on one persons
  proposal

16
Distributive Negotiations Strategy
I want it all
Time warp
Common win-lose strategies
Ultimatums
Good cop,bad cop
17
Integrative Negotiations Strategy
Separate the people from the problem
Focus on interests, not positions
Insist on using objective criteria
Common win-win principles
Invent options for mutual gain
18
Four Influences on Negotiation Strategies

• Attitudinal structuring

• Intraorganizational Negotiations

• Negotiators dilemma

• Mediation

19
Negotiators Dilemma
Matrix of Negotiated Outcomes (Figure 11.4)
Outcome Great for Person A Terrible for Person B
Outcome Mediocre for Person A Mediocre for
Person B
Distributive
STRATEGY OF PERSON A
Outcome Good for Person A Good for Person B
Outcome Terrible for Person A Great for Person B
Integrative
Integrative
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.
20
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

21
Negotiating Across Cultures
Two common perspectives

• Totally different from one country to another
• Essentially the same as negotiating domestically

Both perspectives are inadequate, if not wrong
Cultural differences are critical
22
Differences in Negotiators Across Cultures

• Negotiating Attitude

Win-Win to Win-Lose

• Personal Style

Formal to Informal

• Communication Style

Direct to Indirect

• Agreement Form

General to specific
See Table 11.3 for country examples
23
Cross-Cultural Emotional Intelligence for
Negotiators

• Self-awareness

• Acknowledging and respecting differences between
  home and host cultures

• Self-motivation

• Maintaining optimism in the face of difficult
  negotiations due, in part, to cultural differences

• Social Empathy

• Sensitive to differences, asking questions and
  seeking to understand before reaching

• Social Skill

• Patience in building relationships, seeking
  common ground despite cultural differences

24
PowerPoint Presentation to accompany
Organizational Behavior 11th Edition
Don Hellriegel and John W. Slocum, Jr.
Chapter 12Interpersonal Communicationin
Organizations
Prepared by Argie Butler Texas AM University
25
Learning Objectives Interpersonal Communication
in Organizations

• Describe the basic elements of interpersonal
  communication.

• Explain the fabric of abilities that foster
  ethical interpersonal communication.

• Describe how nonverbal communication affects
  dialogue.

• State the role of communication networks in
  interpersonal communication.

26
Elements of Interpersonal Communication (Figure
12.1)
27
Examples of Media Richness
Fast

Face-to-face dialogue
Videoconference

Telephone conversation


Voice Mail

E-mail
Speed of PersonalizedFeedback

Informal letters/memos

Organizations own videos

Organizations Web site

Formal written documents

Formal numerical documents
Slow
Variety of Cues and Language
Single
Multiple
28
Interpersonal Barriers

• Perceptual Errors
• Perceptual defense
• Stereotyping
• Halo effect
• Projection
• High expectancy effect
• Attribution errors

Noise
Languageroutines
Semantics
Lyinganddistortion

• Personality Traits
• LOW
• Adjustment
• Sociability
• Conscientious- ness
• Agreeableness
• Openness

Interrelationships among barriers
29
Distortion through Impression Management
Strategies
Ingratiation
Impressionmanagement
Face-saving
Self-promotion
30
Cultural Barriers

• Cultural Context

• High-context culture

• Low-context culture

• Ethnocentrism

31
Interrelated Abilities and BehaviorsThat Foster
Dialogue (Figure 12.4)
SupportiveNonverbalCommunication
CommunicationOpenness
Dialogue
ActiveListening
ConstructiveFeedback
AppropriateSelf-Disclosure
32
Elements in Communication Openness (Figure 12.5)
Element
Continua
Closed Guarded,Defensive
Open Candid,Supportive

• MessageTransmission

• Trust

Low
High

• Agendas

Hidden
Shared

• Goals

Concealed
Revealed
33
Contextual Factors inCommunication Openness

• History of the relationship will affect trust and
  risk taking

• Guarded interpersonal communication
  isunderstandable and rational

• In adversarial relationships but not in
  supportiverelationships

• When someone else has control over your fate

34
Constructive Feedback

• Establish trust between sender and receiver

• Make feedback specific rather than general

• Give feedback when receiver is ready to accept it

• Check validity of feedback with receiver

• Provide feedback on behaviors the receiver can
  change

• Dont overwhelm receiver with feedback

35
Appropriate Self Disclosure

• Basis for personal growth and development

• Facilitates dialogue and sharing of work-related
  problems

• Complicated by power differences between superior
  and subordinates

36
Active Listening

• Have a purpose for listening

• Suspend judgment, at least initially

• Resist distractions and focus on the sender

• Pause before responding to the sender

• Rephrase the senders message

• Seek out important themes

• Use the differential between rates of speech and
  thought to reflect and search for meaning

37
Types of Nonverbal Cues
Proximity
Expressions
Relativeorientation
plus
plus
plus
plus
Contact
Existenceofadapters
plus
plus
Voice
Eyes
Individualgestures
plus
plus
38
Nonverbal Communication andCultural Differences

• Chromatics

• Communication through the use of color

• Chronemics

• Use of time in a culture
• Monochromic time schedule
• Polychromic time schedule

• Body language

• Meanings often differ from one culture to another

39
Nonverbal Cues and Status Differences
Higher Status, better offices

• Private
• Larger
• Furnishings
• Windowed
• Higher floor, better views

plus
Higher status, better protected/hard to get to
offices
plus
Higher status, easier to invade territory of
lower status employees
40
Interpersonal Communication Network
Pattern of communication flows, relationships,
and understandings developed over time among
people, rather than focusing on the individual
and whether a specific message is received as
intended by the sender.
41
Individual Network Effectiveness and Political
Skill
Ability to effectively understand others at work,
and to use such knowledge to influence others to
act in ways that enhance ones long-term personal
and/or organizational goals.

• Dimensions of political skill

• Networking ability
• Apparent sincerity
• Social astuteness
• Interpersonal influence

See Political Skill InventoryExperiential
Exercise
42
Informal Group Network andthe Grapevine

• Unofficial, and at times confidential,
  person-to-person or person-to-group chain of
  verbal, or at times e-mail, communication.

• Major types of grapevines

• Single strand
• Gossip chain
• Probability chain
• Cluster chain

• Cannot be eliminated by managers

43
Formal Employee Network

• Organizationally intended pattern and flows of
  employee-related communication verticallybetween
  levelsand laterallybetween individuals, teams,
  departments, and divisions

• All types of networks are important in day-to-day
  communications.

44
PowerPoint Presentation to accompany
Organizational Behavior 11th Edition
Don Hellriegel and John W. Slocum, Jr.
Chapter 13Managerial and EthicalDecision Making
Prepared by Argie Butler Texas AM University
45
Learning Objectives for Managerialand Ethical
Decision Making

• Explain the core concepts for making ethical
  decisions

• Describe the attributes of three models of
  managerial decision making

• Explain two methods for stimulating
  organizational creativity

46
Components of the Foundation for MakingEthical
Decisions (Figure 13.1)
EthicalIntensity
Decision-MakingPrinciples andDecision Rules
EthicalDecisions
Determinationof Rights
AffectedIndividuals
Benefitsand Costs
47
Determinants of Ethical Intensity (Figure 13.2)
SocialConsensus
MagnitudeofConsequence
ProbabilityofEffect
plus
plus
plus
plus
TemporalImmediacy
ConcentrationofEffect
Proximity
plus
plus
48
Self-Serving Principles

• Hedonist principle

• Do whatever is in your own self-interest (but do
  nothing that is illegal)

• Might-equals-right principle

• Do whatever you are powerful enough to impose on
  others without respect to socially acceptable
  behaviors (but do nothing that is illegal)

• Organization interests principle

• Act on the basis of what is good for the
  organization (but do nothing that is illegal)

49
Balancing Interests Principles

• Means-end principle

• Act on the basis of whether some overall good
  justifies any moral transgression ( but do
  nothing that is illegal)

• Utilitarian principle

• Act on the basis of whether the harm from a
  decision is outweighed by the good in it (but do
  nothing that is illegal)

• Professional standards principle

• Act on the basis of whether the decision can be
  explained before a group of your peers (but do
  nothing that is illegal)

50
Concerns for Others Principles

• Disclosure principle

• Act on the basis of how the general public would
  likely respond to the disclosure of the rationale
  and facts related to the decision (but do nothing
  that is illegal)

• Distributive justice principle

• Act on the basis of treating an individual or
  group equitably rather than on arbitrarily
  defined characteristics (but do nothing that is
  illegal)

• Golden rule principle

• Act on the basis of placing yourself in the
  position of someone affected by the decision and
  try to determine how that person would feel (but
  do nothing that is illegal)

51
Actions to Integrate Ethical Decision Making into
the Organizations Daily Life

• Top management should commit to and model ethical
  behaviors and decisions
• Develop a code of ethics and follow it
• Have procedures for organization members to
  report unethical behavior
• Involve managers and employees in identifying and
  solving ethical problems
• Include ethics in performance appraisal
• Publicize the organizations ethical orientation

52
Rational Model Explicit Assumptions

• All available information on alternatives has
  been obtained

• Alternatives can be ranked according to explicit
  criteria

• The alternative selected will provide the maximum
  gain

53
Rational Model Implicit Assumptions

• Ethical dilemmas do not exist in the
  decision-making process

• The means-end principle and the utilitarian
  principles will dominate the consideration of
  ethical issues

54
Xerox Rational Decision-Making Process (Table
13.3)
Stage
Core Question
To Go to the Next Step, Develop
1. Identify andselect problem
What do we want to change?
Identification of the gap desired state
described in observable terms
2. Analyze problem
Whats preventing us from reaching the desired
state?
Key cause(s) documented and ranked
3. Generate potential solutions
How could we make the change?
Solution list
55
Xerox Rational Decision-Making Process (Table
13.3) (continued)
Stage
Core Question
To Go to the Next Step, Develop
4. Select and plan the solution
Whats the best way to do it?
Plan for making and monitoring the change
measurement criteria to evaluate solution
effectiveness
5. Implement the solution
Are we following the plan?
Solution in place
6. Evaluate the solution
How well did it work?
Verification that the problem is solved, or
agreement to address continuing problems
Source Adapted from Xerox consensus matrix.
Available at http//www.xbrg.com. June 2005).
56
Bounded Rationality Model(Figure 13.3)
Inadequate Informationand Control
Limited Search
BoundedRationality
Satisficing
57
Political Model

• Describes decision making by individuals,groups,
  or units to satisfy their own interests

• All aspects of the decision-making processare
  merely methods to tilt decision outcomesin the
  decision makers favor

• Decision outcomes are affected by
  thedistribution of power and the
  effectivenessof the tactics used by participants

• Doesnt explicitly consider ethical dilemmasbut
  often draws on the hedonistic principleand the
  might-equals-right principle

58
Political Model Influence Strategies

• Personal appeal

• Rational persuasion

• Inspirational appeal

• Coalition

• Consultation

• Legitimating

• Ingratiation

• Pressure

• Exchange

Source Adapted from Yukl, G. Guinan, P.J., and
Sottolano, D. Influence tactics used for
different objectives with subordinates, peers,
and superiors. Group Organization Management,
1995, 20, 275 Buchanan, D., and Badham, R.
Power, Politics and Organizational Change.
London Sage, 1999, 64.
59
Potential Roadblocks to Creativity and Innovation
(Figure 13.4)
Potential Roadblocks
With reductionor eliminationof blocks,
thepotential forcreativity andinnovation
isincreased
Need forCreativityandInnovation
Perceptual
Cultural
Emotional
Blocks
Blocks
Blocks
60
Barriers to Creativity and Innovation

• Perceptual blocks

• Failure to use all the senses in observing
• Failure to investigate the obvious
• Difficulty in seeing remote relationships
• Failure to distinguish between cause and effect

• Cultural blocks

• Desire to conform to established norms
• Overemphasis on competition or conflict
  avoidance
• Drive to be practical and to economize
• Disbelief in the value of open-ended exploration

61
Barriers to Creativity and Innovation (continued)

• Emotional blocks

• Fear of making a mistake
• Fear and distrust of others
• Latching on to the first idea

62
Characteristics of Lateral VersusVertical
Thinking (Table 13.5)
LATERAL THINKING
VERTICAL THINKING

• Finds new ways to viewthings concerned
  withchange and movement.
• Looks for what is differentrather than right
  orwrong.
• Analyzes ideas to generatenew ideas.

• Tries to find absolutesconcerned with
  stability.
• Seeks justification for eachstep tries to find
  what isright.
• Analyzes ideas for faults.

63
Characteristics of Lateral VersusVertical
Thinking (Table 13.5) (continued)
LATERAL THINKING
VERTICAL THINKING

• Uses free associationthinking.
• Welcomes chance intrusionsof information
  considersthe irrelevant.
• Progresses by avoiding theobvious.

• Seeks continuity.
• Selectively choosesinformation to
  considerrejects irrelevant information.
• Progresses using establishedpatterns, considers
  the obvious.

Source Based on de Bono, E. Lateral Thinking
Creativity Step by Step. New York Harper Row,
1970 de Bono, E. Six Thinking Hats. Boston
Little, Brown, 1985.
64
Useful Lateral Thinking Techniques

• Reversal technique

• Examining a problem by turning it completely
  around, inside out, or upside down

• Analogy technique

• Developing a statement about similarities among
  objects, persons, and situations

• Cross-fertilization technique

• Asking experts from other fields to examine the
  problem and suggest methods for solving it from
  their own areas of expertise

65
Decision Making with a Devils Advocate
A proposed courseof actionis generated.
A devils advocateis assigned tocriticize
theproposal.
A critique ispresented to keydecision makers.
Repeat process, if needed.
The decision toadopt, modify, ordiscontinue
theproposed course ofaction is taken.
The decisionis monitored.
Any additionalinformationrelevant tothe issues
isgenerated.
Source Adapted from Cosier, R.A., and Schrivenk,
C.R. Agreement and thinking alike Ingredients
for poor decisions. Academy of Management,
February 1991, 71.