Chapter 14 Conflict and Negotiation Questions for Review 14-1. What are the three types of conflict and the three loci of conflict? Answer: The three types of conflict are: 1. Task conflict: conflict over content and goals of the work. 2. Relationship conflict: conflict based on interpersonal relationships. 3. Process conflict: conflict over how work gets done. The three loci of conflict are: 1. Dyadic conflict: conflict that occurs between two people. 2. Intragroup conflict: conflict that occurs within a group or team. 3. Intergroup conflict: conflict between groups or teams. 14-2. What are the steps in the conflict process? Answer: Stage I:Potential opposition or incompatibility—The first step in the conflict process is the presence of conditions that create opportunities for conflict to arise. These conditions have been condensed into three general categories: communication, structure, and personal variables. Stage II: Cognition and personalization—The antecedent conditions can lead to conflict only when one or more of the parties are affected by, and aware of, the conflict. Just because a conflict is perceived does not mean that it is personalized. It is important because it is where conflict issues tend to be defined. Stage III: Intentions—Intentions are decisions to act in a given way. Exhibit 14-2 represents one author’s effort to identify the primary conflict-handling intentions. Two dimensions—cooperativeness and assertiveness. Five conflict-handling intentions can be identified: competing (assertive and uncooperative), collaborating (assertive and cooperative), avoiding (unassertive and uncooperative), accommodating (unassertive and cooperative), and compromising (midrange on both assertiveness and cooperativeness). Stage IV: Behavior—The behavior stage includes the statements, actions, and reactions made by the conflicting parties. These conflict behaviors are usually overt attempts to implement each party’s intentions. Exhibit 14-3 provides a way of visualizing conflict behavior. Exhibit 14-4 lists the major resolution and stimulation techniques that allow managers to control conflict levels. Stage V: Outcomes—Outcomes may be functional in that the conflict results in an improvement in the group’s performance, or dysfunctional in that it hinders group performance. Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, etc. Dysfunctional outcomes uncontrolled opposition breeds discontent, which acts to dissolve common ties, and eventually leads to the destruction of the group. Among the more undesirable consequences are a retarding of communication, reductions in group cohesiveness, and subordination of group goals to the primacy of infighting between members. 14-3. What are the differences between distributive and integrative bargaining? Answer: Distributive bargaining is negotiation that seeks to divide up a fixed amount of resources; a win-lose situation. Integrative bargaining is negotiation that seeks one or more settlements that can create a win-win solution. Exhibit 14-5 shows that these approaches to bargaining differ in their goal and motivation, focus, interests, information sharing, and duration of relationship. 14-4. What are the five steps in the negotiation process? Answer: Exhibit 14-8 shows a model of the negotiation process. It includes the preparation and planning, definition of ground rules, clarification and justification, bargaining and problem solving, and closure and implementation. 14-5. How do individual differences influence negotiations? Answer: Personality and gender can both influence negotiations. Personality traits like extroverts and agreeable people are weaker at distributive negotiation. In contrast, disagreeable introverts are best at this type of negotiation. Intelligence is also a weak indicator of bargaining. With gender, men and women negotiate the same way, but may experience different outcomes. Women and men take on gender stereotypes in negotiations such as tender and tough. In addition, women are less likely to negotiate. 14-6. What are the roles and functions of third-party negotiations? Answer: There are four basic third-party roles: Mediator – a neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives. Arbitrator – a third party to a negotiation who has the authority to dictate an agreement. Conciliator – a trusted third party who provides an informal communication link between the negotiator and the opponent. Consultant – an impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis. Experiential Exercise A Negotiation Role-Play There are two scenarios to consider for this case; one is more distributive, the other more integrative. Within your group of two, one of you takes the role of the engineering director, while the other takes the role oft he marketing director. Read only your own side’s specific information for the two negotiation processes. The overall situation is the same for both scenarios, but the priorities and outlook for the parties change depending on whether the group is doing the “contested resources” scenario or the “combined future” scenario. The Case Cytrix develops integrated bicycle and running performance systems. Runners and bikers wear the Cytrixwatch, which uses GPS signals to identify their location and the distance they’ve covered. This information can then be uploaded to the Cytrix Challenge website, where users record their performance over time. Social media tools also allow them to compare their performance relative to that of friends. The majority of users are either amateur student athletes or committed adult hobby istslike marathon runners. The organization needs to determine how to allocate a fixed pool of resources for future development between the marketing and engineering groups. Rather than making an executive decision about resource allocation ,the top management team has asked the respective teams to allocate $30 million for planned future development and decide who will run different parts of the project. Marketing Group Specific Information (only the marketing manager should read this) The marketing group has been tracking the major areas of sales and has come to the conclusion that Cytrix has saturated the market. New sources of customers will need to be considered for future growth, especially general consumers who are interested in health but are not committed athletes .Research into sales of competitive products and areas where competitors are failing to meet consumer demands is needed. The marketing group’s primary goal is to allocate sufficient resources to finance the research. The group also wants to retain control over which new products will be developed. Marketing would prefer to see engineering actin a consulting role, determining how best to manufacture the devices that fit the needs identified above. Engineering Group Specific Information (only the engineering manager should read this) The engineering group has recently been tracking the development of new hardware that will improve the accuracy of distance and speed estimates in remote areas. Several other companies are already experimenting with similar designs. To fully realize this improvement, engineering believes it will be necessary to further develop the technology so it is both lightweight and inexpensive to produce. The engineering group’s primary goal is to allocate sufficient resources to develop these new technologies. The engineers would prefer to see marketing act in a consulting role, determining how best to advertise and deliver the new devices. Contested Resources Scenario The marketing and engineering departments are locked in a struggle for power. Your side (either marketing or engineering)should try to direct the largest possible proportion of both money and authority toward your proposed program. You still need to come up with a solution in which the other side ultimately agrees to assist you in implementing the program. If you can’t reach an agreement for shared resources ,the CEO will appoint new directors for both groups. Combined Future Scenario The marketing and engineering departments are eager to find a positive solution. Both sides should endeavor to see that the company’s future needs are met. You know that to achieve success everyone needs to work together, so you’ d like to find a way to divide the money and resources that benefits both marketing and engineering. Plans can incorporate multiple techniques for sharing and collaborating with resources. The Negotiation At the start of the negotiation, the instructor randomly assigns half the groups to the contested resources scenario, and the other half to the combined future scenario. Begin the process by outlining the goals and resources for your side of the negotiation. Then negotiate over the terms described in your scenario, attempting to advocate for a solution that matches your perspective. Debriefing Afterward, get the class together to discuss the processes used. Especially consider the differences in outcomes between the contested resources and combined future scenarios. Either scenario could arise in a real work environment, so think about how different negotiation situations give rise to different strategies, tactics, and outcomes. Ethical Dilemma The Lowball Applicant Consider this first-person account: I am a human resource manager, so I interview people every day. Sometimes the managers in my company ask me to pre-screen candidates, which I do after discussing the job at length with the manager. I usually start the candidate screening with a few personality-job fit tests; then conduct an interview, following a list of job-specific questions the manager has given me; and finally discuss the job requirements, our company, and the pay/benefits. By that time in the process, the candidate usually has a good idea of the job and is eager to suggest a high level of pay at the top of the advertised bracket or, often, above the pay bracket. However, this isn’t always the case. One time in particular, an excellent candidate with outstanding qualifications surprised me by saying that since she wanted flextime, she would accept a rate below the pay bracket. Confused, I asked her if she wanted a reduction in hours below full-time. She said no, she expected to work full-time and only wanted to come in a little late and would leave a little late to make up the time. I guess she figured this was a concession worth slashing her salary for, but our company has flextime. In fact, she could have asked for 5 fewer hours per week, still been considered full-time by our company policies, and negotiated for above the advertised pay grade. I knew the manager would be highly interested in this candidate and that he could probably get her to work the longer full-time hours at a lower rate of pay. That outcome might be best for the company, or it might not. She obviously didn’t fully understand the company policies in her favor, and she was unsophisticated about her worth in the marketplace. What should I have done? Questions 14-7. If the human resource manager coached the applicant to request a higher salary, did the coaching work against the interests of the organization? What was the responsibility of the human resource (HR) manager to put the organization’s financial interests first? Answer: In this scenario, the human resource manager faced a dilemma regarding whether to advise the applicant to negotiate for a higher salary, considering the applicant's lack of understanding of the company's policies and her potential to accept a lower salary due to her desire for flextime. The responsibility of the HR manager in this situation is to prioritize the organization's financial interests while also considering fairness and transparency in the hiring process. Coaching the applicant to request a higher salary aligns with the organization's financial interests as it ensures that the company is offering competitive compensation for the candidate's qualifications and experience. By negotiating for a salary within or above the advertised pay bracket, the company can attract and retain top talent, contributing to overall organizational success. Additionally, advising the applicant about the company's flextime policy and the possibility of negotiating for reduced hours while maintaining full-time status would have been beneficial. This approach not only ensures that the candidate is aware of all available options but also promotes transparency and fairness in the negotiation process. Ultimately, the HR manager's responsibility is to act in the best interests of the organization while upholding ethical standards and fairness in the hiring process. By providing the applicant with accurate information and encouraging her to negotiate for a salary that reflects her qualifications and the company's policies, the HR manager can help achieve a mutually beneficial outcome for both the candidate and the organization. 14-8. What do you see as the potential downside of the HR manager’s abstaining from discussing the pay issue further with the candidate? Answer: The potential downside of the HR manager's abstaining from discussing the pay issue further with the candidate is that it could result in a missed opportunity to ensure fair compensation for the candidate and align the company's hiring practices with its policies and objectives. By not clarifying the company's flextime policy and the candidate's options for negotiating salary and work hours, the HR manager may inadvertently contribute to the candidate accepting a lower salary than warranted by her qualifications and the market standards. Moreover, failing to engage in further discussion about the pay issue may lead to a lack of transparency and communication in the hiring process. This could potentially create dissatisfaction or resentment from the candidate if she later discovers that she could have negotiated for a higher salary while still enjoying the flexibility she desired. Additionally, by not proactively addressing the discrepancy between the candidate's expectations and the company's policies, the HR manager risks perpetuating a culture where employees may not fully understand their worth in the job market and may inadvertently accept lower compensation than they deserve. Overall, abstaining from discussing the pay issue further with the candidate could undermine the organization's efforts to attract and retain top talent, promote fairness and transparency in hiring practices, and uphold ethical standards in compensation negotiations. Therefore, it is essential for the HR manager to provide accurate information, clarify company policies, and encourage candidates to negotiate for fair and competitive compensation packages. 14-9. If the candidate were hired at the reduced rate she proposed, how might the situation play out over the next year when she gets to know the organization and pay standards better? Answer: If the candidate were hired at the reduced rate she proposed, several potential outcomes could unfold over the next year as she becomes more familiar with the organization and its pay standards: 1. Dissatisfaction with Compensation: As the candidate gains more insight into the organization's pay standards and market rates for similar positions, she may come to realize that she is being paid below what she is worth. This realization could lead to feelings of dissatisfaction and resentment toward the organization. 2. Comparison with Peers: Upon interacting with colleagues and learning about their compensation packages, the candidate may discover discrepancies between her own salary and those of her peers who have similar qualifications and experience. This comparison could further exacerbate feelings of inequity and frustration. 3. Reduced Motivation and Engagement: Feeling undervalued and underpaid compared to industry standards and colleagues may negatively impact the candidate's motivation and engagement at work. She may become less committed to her role and less inclined to go above and beyond in her job responsibilities. 4. Attrition Risk: If the candidate perceives that her compensation is not commensurate with her contributions and market value, she may begin actively seeking other job opportunities that offer higher pay. This could result in increased turnover and talent loss for the organization. 5. Request for Salary Adjustment: As the candidate becomes more aware of her worth and the organization's pay practices, she may eventually request a salary adjustment to bring her compensation in line with industry standards and her contributions to the company. This could potentially create tension between the candidate and management if the organization is unwilling to accommodate her request. Overall, hiring the candidate at a reduced rate could lead to various challenges and implications over time, including decreased morale, diminished motivation, increased turnover risk, and potential conflicts regarding salary adjustments. Therefore, it is essential for organizations to ensure that their compensation practices align with market standards and adequately reflect the value of their employees' contributions. Case Incident 1 Disorderly Conduct The sound of Matt and Peter’s arguing is familiar to every one in the office by now. In an effort to make the best use of space and ensure a free flow of discussion and ideas, the founder of Markay Design had decided to convert the one-floor office of the company to an open plan with no walls between workers. The goal of such a layout is to eliminate boundaries and enhance creativity. But for Matt and Peter, the new arrangement creates a growing sense of tension. The argument boils down to the question of workspace order and organization. Peter prefers to keep his desk completely clean and clear, and he keeps a stack of cleaning wipes in a drawer to eliminate any dust or dirt. Matt, on the other hand, likes to keep all his work visible on his desk, so sketches, plans, magazines, and photos are scattered everywhere, alongside boxes of crackers and coffee cups. Peter finds it hard to concentrate when he sees Matt’s piles of materials everywhere, while Matt feels he can be more creative and free flowing when he’s not forced to clean and organize constantly. Many of Matt and Peter’s coworkers wish they’d just let the issue drop. The men enjoyed a good working relationship in the past, with Peter’s attention to detail and thorough planning serving to rein in some of Matt’s wild inspirations. But of late, their collaborations have been derailed in disputes. Everyone knows it’s not productive to engage in conflicts over every small irritant in the workplace. However, completely avoiding conflict can be equally negative. An emerging body of research has examined “conflict cultures” inorganizations. The findings suggest having a culture that actively avoids and suppresses conflicts is associated with lower levels of creativity. Moreover, cultures that push conflict underground but do not succeed in reducing the underlying tensions can become passive-aggressive, marked by underhanded behavior against other coworkers. Ultimately, finding a way through the clutter dispute is probably going to be an ongoing process to find a balance between perspectives. Both Matt and Peter worry that if they can’t find a solution, their usually positive work relationship will be too contentious to bear. And that would be a real mess. Sources: S. Shellenbarger, “Clashing over Office Clutter,” Wall Street Journal, March 19, 2014, http://www.wsj.com/articles/SB10001424052702304747404579447331212245004; S. Shellenbarger, “To Fight or Not to Fight? When to Pick Workplace Battles,” Wall Street Journal, December 17, 2014,http://www.wsj.com/articles/picking-your-workplace-battles-1418772621; and M. J. Gelfand,J. R. Harrington, and L. M. Leslie, “Conflict Cultures: A New Frontier for Conflict Management Research and Practice,” in N. M. Ashkanasy, O. B. Ayoko, and K. A. Jehn (eds.), Handbook of Conflict Management Research, 2014, 109–35. Questions 14-10. What could Peter and Matt’s manager do to help them resolve their conflict? Answer: The manager could take two different routes. He could tell Peter and Matt, in no uncertain terms, that their animosity is incompatible with their expected roles and responsibilities. If this is ignored, then he could take disciplinary action. On the other hand, it may simply be a question of moving one of them to another location in the office (although the one chosen could claim that he is being victimized). 14-11.The case suggests that there is research to support the notion that avoiding conflict stifles creativity. Why is this the case and do you agree? Answer: The case does suggest that avoiding conflict suppresses creativity. It is possible that a lot of time, effort, and creativity are spent in order to avoid conflict. In some situations, it is conflict and disagreement that encourage individuals to come up with creative and workable solutions to problems. 14-12.How can Matt and Peter develop an active problem-solving discussion to resolve this conflict? What could effectively be changed, and what is probably going to just remain a problem? Answer: To develop an active problem-solving discussion and resolve their conflict, Matt and Peter can follow these steps: 1. Acknowledge the Issue: Start by acknowledging the conflict and its impact on their working relationship. Both Matt and Peter should express their concerns and perspectives openly and respectfully. 2. Active Listening: Each party should listen actively to the other's concerns without interruption. This means giving full attention to what the other person is saying, understanding their viewpoint, and acknowledging their feelings. 3. Identify Common Goals: Despite their differences in workspace organization preferences, Matt and Peter likely share common goals, such as maintaining a positive working relationship and enhancing productivity. Identifying these shared goals can serve as a foundation for finding a mutually beneficial solution. 4. Brainstorm Solutions: Encourage Matt and Peter to brainstorm potential solutions together. This could involve exploring compromises, such as designated areas for clutter and clear spaces for cleanliness, or implementing flexible workspace arrangements that accommodate both preferences. 5. Evaluate and Select Solutions: After generating a list of potential solutions, evaluate each option based on its feasibility, effectiveness, and potential impact on both parties. Select the solution or combination of solutions that best addresses the underlying concerns of both Matt and Peter. 6. Implement and Monitor: Once a solution is agreed upon, implement it gradually and monitor its effectiveness over time. Be open to making adjustments as needed to ensure the resolution remains satisfactory for both parties. What Could Be Changed: - Workspace Arrangement: They could experiment with different workspace configurations, such as dividing the office into zones for cleanliness and creativity. - Communication Strategies: Matt and Peter could establish clearer communication channels to address issues as they arise and prevent them from escalating into conflicts. What Might Remain a Problem: - Individual Preferences: It's possible that Matt and Peter's individual preferences for workspace organization may not change significantly. In such cases, ongoing compromise and mutual respect for each other's preferences may be necessary to manage the conflict effectively. - Personal Dynamics: If underlying personal dynamics or communication styles contribute to the conflict, addressing these deeper issues may require additional time and effort beyond resolving the immediate workspace dispute. Case Incident 2 Is More Cash Worth the Clash? With 3,700 hotels located in 92 countries, Accor’s revenues total more than $6 billion. About 180,000 people currently work for Accor’s internationally renowned brands, including Sofitel, Novotel, and Ibis in Europe, the Middle-East, and Africa, and Huazhu, Grand Mercure (through domestic brands Mei Jue, Maha Cipta, and Manee Pura),and Sebel in Asia, Australia, and Latin America. Because Accor is opening one hotel every two days, it will employ even more people over the next few years directly and via subcontracting temporary work agencies. Not only does it mean negotiating an increasing number of employment contracts with individuals, but it also involves local negotiations with subcontractors. Work conditions and pay are often at the core of most of these negotiations. In European hotels, labor costs represent almost 50%of revenues. Thus, human capital is either a competitive advantage you might invest in or a resource you may save money on. There is often a clash between shareholders, whose goal is to increase profit by lowering costs and generating more cash, and employees, who expect a higher pay from their company’s growth. In France, over the last five years, there have been hundreds of room attendants working for Accor hotels who publicly went on strike, complaining in the media about their pay and work conditions. These room attendants were not directly employed by Accor, but by subcontractors who paid them less than the industry minima and imposed higher production-rates on them (for example, to clean four rooms an hour) than room attendants directly employed by Accor, whose unions negotiated work conditions (three rooms an hour is the key-performance indicator used in Ibis hotels). Although the conflict occurred between temporary workers and their employing agencies, Accor had to play a role, because room attendants on strike could not be replaced on the spot and remaining employees could not accept more supplementary hours. To foster its engagement in CSR and to solve the conflict, Accor signed a protocol with its subcontractors and the room attendants went back to work. Unions may play a role in such labor-management conflicts. While it has excellent relationships with French unions, Accor was actually warned by the French Organisation for Economic Co-operation and Development(OECD) national contact point (NCP) in 2012 after a complaint about the violation of international guidelines was brought against it in 2010 by the International Union of Food, Agricultural, Hotel, Restaurant, Catering, Tobacco and Allied Workers’ Associations (IUF), which represents over 12 million workers. The IUF stated that Accor Group Accor Group had denied the right of its employees to join collective negotiation in one hotel in Benin and to establish trade unions in three hotels in Canada. Because local unions and hotels’ managers were unable to come to any agreement for years, the social conflict reached a global level with the IUF. In 2014, the French OECD NCP eventually thanked Accor for their involvement in resolving the conflicts with the IUF, and in deploying training plans to nurture hotels’ franchisees and managers’ sense of CSR. Yet such conflicts should have been avoided, for Accor is strongly committed to developing compensation systems and work conditions that exceed the requirements of local legislation. In 2014, Accor signed non-discretionary profit-sharing agreements in countries like Mexico, Russia, Turkey, and the United Arab Emirates. Gender-neutral compensation and equal opportunity programs are also vital to Accor, which created a Women at Accor Generation (WAAG) network designed to help women to evolve within the group. A Singaporean general counsel states that she had to face cultural pressures that compelled her to focus on family commitments rather than to work, but WAAG assisted her in solving work–life conflicts and advancing within Accor. In Dubai, where hotel managerial positions are usually held by men, the director of two hotels spoke of how WAAG helped her with training courses and Webinars, which also covered gender-related challenges, to assume her responsibilities as a female manager. Sources: P. Rosenzweig, “Accor: Global Excellence through People,” International Institute for Management Development Case, 1999; F. Rivaud, “Comment Bazin veut faire d’ Accor le Meilleur groupe hôtelier du monde,” Challenges, December 2014; Accor & Autorité des Marchés Financiers, “Enhancing your hotel Experience,” 2014 Registration Document and Annual Financial Report, March 2015; Direction de la Communication et des Relations Extérieures Accor, “Nous reinventions votre séjour,” Rapport d’ activité 2014, 2015; S. Stabile, “Women’s Words,” Women at Accor Generation WAAG, February 2015; European Trade Union Institute for Research, “European Trade Unions and Sustainable Development,” 2008; accorhotels-group.com; oecd.org; tresor.economie.gouv.fr; uif.org; cfdt-accor.org; hrinasia.com; hotelmagazine.com; e-hotelier.com; “Hotel Industry in Benin and Canada,” OECD Guidelines for Multinational Enterprises, https://mneguidelines.oecd.org/database/instances/fr0013.htm; http://www.tresor.economie.gouv.fr/File/411552. Questions 14-13. Labor–management negotiations might be characterized as more distributive than integrative. Do you agree? Why do you think this is the case? What, if anything, would you do about it? Answer: Labor-management negotiations can indeed be characterized as more distributive than integrative in many cases. This means that the parties involved tend to focus more on dividing up a fixed amount of resources rather than creating value through collaboration and problem-solving. There are several reasons why this is often the case: 1. Competing Interests: Labor and management often have divergent interests and priorities. Management typically seeks to maximize profits and minimize costs, while labor seeks to secure fair wages, benefits, and working conditions. These competing interests can lead to adversarial negotiations focused on securing the best deal for each side rather than finding mutually beneficial solutions. 2. Power Imbalance: In many labor-management relationships, there is a significant power imbalance, with management holding more authority and resources than labor. This power dynamic can create challenges in negotiations, with management often wielding more leverage and dictating the terms of the agreement. 3. Limited Resources: Both labor and management may perceive resources such as wages, benefits, and job security as limited and finite. As a result, negotiations may become focused on maximizing one party's share of these resources at the expense of the other, rather than exploring opportunities for creating value and expanding the overall pie. 4. Historical Tensions: Past conflicts and unresolved grievances between labor and management can contribute to a distributive negotiation mindset. If there is a history of distrust or animosity between the parties, it can be difficult to foster a collaborative negotiation environment. To address the tendency towards distributive negotiations in labor-management relations, several strategies can be employed: 1. Focus on Interests: Encourage both labor and management to articulate their underlying interests, needs, and concerns rather than simply stating their positions. By understanding the underlying interests driving each party, it may be possible to identify common ground and explore integrative solutions. 2. Build Trust: Foster trust and open communication between labor and management through regular dialogue, transparency, and mutual respect. Building positive relationships can help mitigate the adversarial mindset often present in distributive negotiations. 3. Explore Collaborative Solutions: Encourage labor and management to explore collaborative solutions that create value for both parties. This may involve brainstorming creative alternatives, such as profit-sharing arrangements, flexible work arrangements, or joint problem-solving committees. 4. Promote Fairness: Emphasize the importance of fairness and equity in negotiations, ensuring that the interests of both labor and management are taken into account. Fair and transparent negotiation processes can help build trust and mitigate resistance to compromise. By adopting a more collaborative and integrative approach to labor-management negotiations, organizations can foster healthier and more productive relationships between employees and management, ultimately leading to better outcomes for all stakeholders involved. 14-14. Be they dyadic, intragroup or intergroup ones, labor-management conflicts are too often considered as dysfunctional ones, while neglecting the role of third-parties that could make them more functional. Do you agree? Why? Answer: This is an opinion-based answer that would require consistent use of concepts learnt in the chapter. Students may work individually on paper or may type their answers online before they wrap them up in a structured way as follows: •Definition of conflict, and of dysfunctional and functional views of conflict, to be illustrated with, first, the failure of subcontracting agencies to respond to the needs of room attendants working in hotels, and second, with the efforts made by Accor to make the conflict as functional as possible . •Types of conflicts—i.e., task, relationship, and process conflicts—to be defined as well, by mentioning productivity rates associated with the work to be carried out by room attendants, possible interpersonal dependencies among the room attendants who have different employers but still work together as a team, and the views of shareholders and employees on how the work should get done to increase company profits. •Definition of loci of conflicts—i.e. dyadic, intragroup, and intergroup conflicts—to be illustrated respectively; for instance, with conflicts between a hotel manager and a union president, conflicts within a group of room attendants with some of them having to compensate for others, and conflicts between groups of unionized and non-unionized employees. •Definition of third-parties and the role they may play in bargaining: mediator, arbitrator, or conciliator, which may be illustrated respectively by WAAG representatives, by the OECD and the government, and by Accor in the conflict between subcontractors and the room attendants they employ. •Explanation of the role of the third party to make a conflict more functional than dysfunctional and, therefore, on the advantages and drawbacks of adopting an interactionist view of conflict. 14-15. If you were advising union and management representatives about how to solve their conflicts, drawing from the artefacts in the UIF-Accor case and the concepts in this chapter, what would you tell them? Answer: This is a prescriptive answer for students working in small homogeneous groups of three to five. Their working process might be organized as follows: •Students may first consider the reasons why an interactionist view of conflict might be helpful in solving the conflicts between local unions and hotel managers in Benin, Canada, and Indonesia before they reach a more global level with the UIF. •Students should make recommendations by analyzing the pros and the cons of distributive bargaining applied to the UIF-Accor case from local level to global level. They should depict the kind of gains employees or hotel management would make at each other’s expense and consider the portion of the fixed pie that parties involved believe they have to share. •Students should next explain what target points, what resistance points, and finally, what aspiration range each party might consider. Students should also describe the kind of “aggressive first offer” each party could make, or the kind of deadline tactic each party could use. •Students should explain what kind of sensitivity employees might develop towards hotel management and vice versa, and what underlying interests should be considered for each party. Students should also balance the pros and the cons of individual and collective bargaining in this context. •Finally, students should consider the role of third-parties, which may play a role while entering into either a distributive or an integrative bargaining. 14-16. What kind of conflicts do the Accor employees involved in WAAG networks face? Imagine, describe, and analyze both the conflict process and the negotiation process that one of them might have experienced. Answer: This is an excellent brainstorming and discussion opportunity for students. They may work in small heterogeneous groups of five to seven, each devoted to one of the three WAAG examples provided in the case, from India, Singapore, or Africa. Students might consider the protagonist’s personality traits, cultural background, and gender, and how these personal characteristics might impact their negotiating competencies and potential, particularly in the context of internal family conflicts, work–life conflicts, customer-related conflicts, or cultural diversity related conflicts. Students might depict both the conflict process and the negotiation process in their answer and illustrate them with their own ideas and imaginary scenarios, as follows: Conflict process •Stage 1: potential opposition or incompatibility •Stage 2: cognition and personalization •Stage 3: conflict-handling intentions; i.e., competing, collaborating, compromising, avoiding, and accommodating •Stage 4: behavior; i.e., each party’s behavior and the others’ reaction •Stage 5: outcomes Negotiation process •Step 1: preparation and planning, including the best alternative to a negotiated agreement (BATNA) •Step 2: definition of ground rules •Step 3: clarification and justification •Step 4: bargaining and problem-solving •Step 5: closure and implementation My Management Lab Go to mymanagementlab.com for Auto-graded writing questions as well as the following Assisted-graded writing questions: 14-16. In regard to Case Incident 1, how do you think modern, open workspaces contribute to or inhibit employee conflicts? Answer: Modern, open workspaces can both contribute to and inhibit employee conflicts, depending on various factors. Contribution to Employee Conflicts: 1. Lack of Privacy: Open workspaces often lack privacy, leading to increased visibility of employees' actions and conversations. This lack of privacy can amplify conflicts as individuals may feel exposed and uncomfortable discussing sensitive issues in front of their colleagues. 2. Noise and Distractions: Open workspaces are prone to noise and distractions, which can disrupt concentration and exacerbate tensions between employees. Constant interruptions and background noise may fuel frustration and conflict among coworkers. 3. Limited Personal Space: The shared nature of open workspaces means employees have limited personal space, which can lead to feelings of overcrowding and territorial disputes. Without designated areas for individual work, employees may struggle to establish boundaries, leading to conflicts over workspace usage. Inhibition of Employee Conflicts: 1. Increased Transparency: Open workspaces promote transparency and visibility, making it easier for managers and coworkers to observe interactions and address conflicts in a timely manner. The open layout encourages open communication and accountability, reducing the likelihood of conflicts escalating unnoticed. 2. Collaboration Opportunities: Open workspaces foster collaboration and teamwork by facilitating spontaneous interactions and idea sharing among employees. By encouraging frequent communication and collaboration, open workspaces can mitigate conflicts stemming from miscommunication or lack of alignment on tasks. 3. Shared Ownership: In open workspaces, employees often perceive the workspace as a shared environment rather than individual territories. This sense of shared ownership can promote a culture of cooperation and mutual respect, reducing conflicts over territoriality or resource allocation. Overall, while modern, open workspaces have the potential to amplify certain types of conflicts, such as those related to privacy and noise, they also offer opportunities to mitigate conflicts through increased transparency, collaboration, and shared ownership. Effective management of open workspaces involves creating a conducive environment that balances the benefits of openness with strategies to address potential conflict triggers. 14-17. From your reading of Case Incident 2 and the text, how do you think unions have changed organizational negotiation practices? Answer: Unions have significantly changed organizational negotiation practices by introducing collective bargaining and advocating for workers' rights and interests. Some key ways unions have influenced negotiation practices include: 1. Collective Bargaining: Unions negotiate on behalf of a group of employees rather than individual workers. Through collective bargaining, unions negotiate with management to establish employment terms and conditions, such as wages, benefits, working hours, and workplace policies. This collective approach to negotiation gives employees more leverage and strengthens their bargaining power against management. 2. Formalization of Negotiation Processes: Unions have formalized negotiation processes by establishing structured procedures for bargaining sessions, mediation, and dispute resolution. This formalization helps ensure transparency, fairness, and accountability in negotiations between labor and management. 3. Focus on Worker Rights and Benefits: Unions prioritize advocating for workers' rights and benefits, including fair wages, job security, health and safety standards, and non-discriminatory practices. By representing the collective interests of employees, unions compel management to address these concerns during negotiations and strive for mutually beneficial outcomes. 4. Conflict Resolution Mechanisms: Unions play a crucial role in resolving conflicts between workers and management through grievance procedures, arbitration, and strike actions. These mechanisms provide avenues for addressing workplace disputes and enforcing labor agreements, thereby promoting stability and fairness in organizational relations. 5. Influence on Organizational Policies: Unions exert influence on organizational policies and practices through negotiation outcomes and collective agreements. By securing favorable terms for employees, unions shape workplace policies related to compensation, benefits, job classifications, and working conditions, impacting organizational culture and employee satisfaction. Overall, unions have transformed organizational negotiation practices by advocating for collective interests, formalizing negotiation processes, and promoting fairness and equity in the workplace. Their influence extends beyond individual employment relationships to shaping broader labor-management dynamics and organizational policies. 14-18. My Management Lab Only – comprehensive writing assignment for this chapter. Answer: Conflict and Negotiation: A Comprehensive Overview Conflict and negotiation are integral aspects of organizational life, influencing interpersonal relationships, decision-making processes, and overall organizational effectiveness. In this comprehensive overview, we will explore the nature of conflict, its causes and consequences, various conflict management strategies, and the role of negotiation in resolving disputes within organizations. Understanding Conflict: Conflict can arise in any organization due to differences in goals, values, interests, and perceptions among individuals or groups. It can manifest at different levels, including interpersonal conflicts between colleagues, intergroup conflicts between departments or teams, and organizational conflicts stemming from structural or cultural issues. While conflict is often viewed negatively, it can also serve as a catalyst for positive change and innovation when managed effectively. Causes of Conflict: Conflict may arise from various sources, including competition for scarce resources, incompatible goals or priorities, interpersonal tensions, communication breakdowns, and organizational change or restructuring. Additionally, cultural differences, power struggles, and unresolved past conflicts can contribute to the escalation of disputes within organizations. Consequences of Conflict: Unmanaged conflict can have detrimental effects on individuals, teams, and the organization as a whole. It can lead to decreased morale and job satisfaction, increased stress and turnover rates, impaired communication and collaboration, reduced productivity and performance, and damage to relationships and organizational reputation. However, effectively managed conflict can foster creativity, improve decision-making, and strengthen relationships through constructive dialogue and resolution. Conflict Management Strategies: Organizations employ various conflict management strategies to address and resolve conflicts. These include avoidance, accommodation, competition, compromise, and collaboration. Each strategy has its advantages and limitations, depending on the nature and context of the conflict. Effective conflict management involves assessing the situation, selecting the most appropriate strategy, and implementing interventions to de-escalate tensions and promote resolution. Role of Negotiation: Negotiation is a process whereby parties with conflicting interests engage in communication and bargaining to reach mutually acceptable agreements or solutions. It involves identifying common ground, exploring interests and priorities, generating options, and reaching a consensus through dialogue and compromise. Negotiation skills are essential for managers and leaders to navigate conflicts, build consensus, and achieve organizational goals effectively. Conclusion: Conflict and negotiation are inherent aspects of organizational dynamics, influencing organizational culture, decision-making processes, and performance outcomes. By understanding the nature of conflict, its causes and consequences, and employing effective conflict management strategies and negotiation techniques, organizations can mitigate conflicts, leverage diversity, and foster collaboration and innovation for sustainable success. In conclusion, conflict and negotiation are not merely challenges to be avoided but opportunities for growth, learning, and organizational development when managed effectively. By fostering a culture of open communication, empathy, and collaboration, organizations can transform conflicts into constructive dialogues and negotiations, driving positive change and achieving shared goals. Instructor’s Choice Negotiating with the Labor Relations Board Power struggles often end up as negotiation and bargaining scenarios. One place to trace historic negotiations between management and labor is the National Labor Relations Board website (see www.nlrb.gov). Go to the website and link to Case Summaries found under the News Room menu. Choose a famous case, summarize the conflict, describe the negotiation issues, and summarize the eventual outcome of the case. Once you have done this, indicate the form of conflict present and how the negotiation process helped to resolve the conflict. Instructor Discussion The NLRB website has several famous cases documented and filed. It is interesting that the NLRB often changes its political stance on issues as members often change as new governmental administrations are brought into power. For this reason, the viewer can see that some issues are revisited. It is useful to present a contemporary case to illustrate the negotiation process. Since the website is updated frequently, the instructor can choose a case that has just been heard or one that is more classical in nature. Based on the way the case is presented on the website, the instructor could present the case without revealing the ruling and have the students try to determine what the eventual ruling (and justifying reasons) was. Teaching Notes This exercise is applicable to face-to-face classes or synchronous online classes such as Black Board 9.1, Breeze, WIMBA, and Second Life Virtual Classrooms. See http://www.baclass.panam.edu/imob/SecondLife for more information. Exploring OB Topics on the Web
1. Let’s start out with a laugh. Go to http://www.despair.com/demotivators/dysfunction.htmland see what their commentary is for dysfunction. While you are there, feel free to look at some of the other posters that “spoof” traditional motivational posters found on the walls of businesses and schools. Enjoy! 2. How do you handle conflict when it arises? Seven guidelines for handling conflict can be found at http://www.mediate.com/articles/jordan2.cfm. Think of a conflict you are involved in or have been involved in recently. How could you have applied these guidelines to that situation? Is there room for improvement in your conflict management skills? Write a short reflection paper (or a paragraph or two) on one of the guidelines and how you plan to use it in future conflicts. 3. If you have never been involved in labor negotiations, it can be a challenging task—especially if you lack experience in the process. Preparation is key. Every manager should have an understanding of the process. Learn more at http://www.mediate.com/articles/lynnK.cfm. Are there lessons in this article that could be applied to any negotiation process—for example, buying a car, negotiating a contract with a vendor, etc.? Think of a circumstance where you might find yourself explaining a negotiation process to a friend and the skills necessary to be successful. (Use the article for ideas.) Write out the scenario and skills and bring it to class. 4. Negotiating with other cultures requires an understanding of the culture and the individuals with whom you are negotiating. Go tohttp://www.mediate.com/articles/lauchli.cfm to learn more about negotiation and dispute resolution with the Chinese. As the book has discussed, the Chinese are a collectivist culture, different in many ways from Americans. Write two or three things of interest you learned from reading this article and bring it to class. 5. Read the article by Stella Ting-Toomey entitled “Intercultural Conflict Management: A Mindful Approach” at: http://www.uri.edu/iaics/content/2008v17n4/02%20Ling%20Chen%20&%20Kat%20Cheung.pdf. Write a short synopsis of the three major points of the paper. What is the most interesting or intriguing idea put forth in the paper? Do you agree or disagree with her assessments? Bring your written work to class for further discussion. 6. The University of Colorado offers a great deal of information regarding conflict management on their website. One page provides abstracts of selected readings on transformative conflict resolution. Some readings are more global in nature—others are geared to the organization. Go to http://www.colorado.edu/conflict/transform/abslist.htm and select three abstracts of interest to you. Print them off and bring them to class. Prepare a short presentation on what you learned from these articles. Be prepared to talk about them in front of the class or in small groups. Solution Manual for Organizational Behavior Timothy A. Judge Stephen P. Robbins 9781292146300, 9780133507645, 9780136124016
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