PART 3
Social and Group Processes in
Organizations
CHAPTER 10
Managing Conflict and
Negotiating
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter Learning Objectives
After studying this chapter you should be able to:
1. Describe the nature of conflict, discuss the conflict escalation
process, and describe how conflict can be de-escalated.
2. Identify and discuss the five interpersonal conflict management
strategies.
3. Describe some of the best and worst conflict resolution behaviors and
discuss how to create constructive conflict.
4. Describe the difference between distributive and integrative
negotiation and identify the three types of alternative dispute
resolution.
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Nature of Conflict (1 of 4)
• Conflict
– A disagreement through which two or more parties perceive a threat to their
interests, needs, or concerns
• Dysfunctional conflict
– Destructive conflict focused on emotions and differences between the two
parties
• Constructive (functional) conflict
– Adaptive, positive conflict
– Balances the interests of both parties to maximize mutual gains and the
attainment of mutual goals
– Contains elements of creativity and adaptation
– Can lead to identification of new alternatives and ideas
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Table 10.1 Sources of Conflict
There are many different sources of conflict in organizations.
Differing task goals disagreements over what is to be accomplished
Differing process goals disagreements over how to accomplish tasks or goals
Interpersonal differences differences in motivation, aspirations, or personality
Resource constraints incompatible needs or competition over perceived or actual resource constraints
Change the uncertainty of change often creates conflict and changes the relative importance of different
organizational groups
Differing values perceived or actual incompatibilities in beliefs about what is good or bad, right or wrong, or fair or unfair
Poor communication when people lack necessary information, are misinformed, interpret information differently, or disagree
about which data is relevant
Task interdependence when one person or unit is dependent on another for resources or information, the potential for conflict
increases
Organizational structure conflict (either horizontal or vertical) can result from structural or process features of the organization
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Nature of Conflict (2 of 4)
• Additional vocabulary related to sources of conflict:
– Relationship conflict: conflict due to incompatibility or differences between
individuals or groups
– Conflicts of interest: conflict due to incompatible needs or competition over
perceived or actual resource constraints
– Values conflict: conflict arising from perceived or actual incompatibilities in
belief systems
– Information conflict: conflict that occurs when people lack necessary
information, are misinformed, interpret information differently, or disagree about
which information is relevant
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Nature of Conflict (3 of 4)
• Organizational structure and conflict
– Structural conflict: results from structural or process features of the
organization
– Vertical conflict: occurs across different hierarchical levels of the
organization
• Conflict escalation
– Begins when one party begins using aggressive tactics against the other
– The more conflict escalates, the harder it is to back down
– Results in dysfunctional conflict
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Table 10.2 Glasl’s Nine-Stage Model of Conflict
Escalation (1 of 2)
Friedrich Glasl developed a nine-stage model that illustrates how conflict
escalates.
Trigger to Move to
Stage Main Conflict Issues Behaviors the Next Level
1. Hardening Objective issues Discussion Argumentation tactics
2. Debate Objective issues Verbal confrontation Action without consultation
Superiority/inferiority Argumentation
Emotional pressure
Debates
3. Action over Objective issues One side gets frustrated and Covert attacks aimed directly at
Words Self-image takes action without consulting opponent’s identity
Proving one’s mastery the opponent
Blocking opponent’s goals
and forcing opponent to yield
Decreased verbal and increased
nonverbal communication
4. Images and Shift from focus on Coalition formation Loss of face
Coalitions issues to personalization Attacks on opponent’s core identity
of the conflict “Win or lose” Exploitation of gaps in norms
mentality Save own reputation
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Table 10.2 Glasl’s Nine-Stage Model of Conflict
Escalation (2 of 2)
Stage Main Conflict Issues Behaviors Trigger to Move to the Next Level
5. Loss of Face Fundamental values Attacking opponent’s public face Strategic threats Ultimatums
Restore own dignity Restoring own prestige
Expose opponent
Distrust of opponent
6. Threat as a Strategy Control opponent Extending conflict Execute ultimatums or threats
Presenting threats and ultimatums
that restrict future alternatives
7. Limited Attempts to Overthrow Hurt opponent more Limited attempts to overthrow Effort to shatter opponent by attacking core
than self opponent
Survival Opponent not seen as a person
8. Fragmentation of the Enemy Winning is no longer Acts intended to shatter opponent Abandon
possible Annihilate opponent by destroying power base self-preservation
Survival, outlasting No real communication Total war
opponent
Malice
9. Together into the Abyss Annihilation at any Unlimited war with limitless
cost, including personal violence
destruction Accept own destruction if opponent is also destroyed
Sources: Glasl, F. (1982) The Process of Conflict Escalation and Roles of Third Parties (1982). In Conflict management
and industrial relations, eds. G. B. J. Bomers & R. B. Peterson (pp. 119–140) The Hague: Kluwer Nijhoff Publishing; Glasl,
F. (1992). Konfliktmanagement. Ein Handbuchfür Führungskräfte und Berater (2nd ed.). Stuttgart: Bern; Glasl, F. & Kopp,
P. (1999). Confronting Conflict: A First-Aid Kit for Handling Conflict. Binghamton, NY: Hawthorn Press.
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Nature of Conflict (4 of 4)
• De-escalating conflict
– React equivalently to the other party, don’t overreact
– Underreaction can de-escalate conflict
– Set personal behavior limits at the start
– Managers can model de-escalation and set/enforce limits on escalating behaviors (e.g., threats,
violence)
Table 10.3
Several factors serve to increase the risk of coworker violence in organizations.
Coworker Violence Risk Factors
• Supervising others
• Working in a high-stress environment
• Personality conflicts
• Understaffed workplaces
• Economic downturns
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Table 10.4 De-Escalating Conflict
Certain actions can be used to de-escalate conflict. There are other actions that
should be avoided.
Do Avoid
Be an empathetic listener Communicating hostility verbally or
through body language
Focus your attention on the other person Rejecting all requests from the start
Use delay tactics to create time to diffuse Challenging, threatening, or daring
emotions
Control your body language—relax, Raising your voice
uncross legs and arms, and make eye contact
Remind both parties that a win-win Blaming either party or saying anything
solution can be found that would cause the parties to lose face
Stay focused on issues, not emotions Minimizing the situation or the conflict
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Interpersonal Conflict Management Strategies
• Collaborating
– Reflects a desire to give both parties what they want
• Compromising
– Each side sacrifices something to end the conflict
• Competing
– Pursuing one’s own interest at the expense of the other party
• Accommodating
– A cooperative conflict management style
• Avoiding
– Ignoring the conflict or denying it exists
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Interpersonal Conflict Management Styles41
Figure 10.1
There are five general interpersonal conflict management styles. These differ in terms of your
concerns for others versus your concerns for yourself.
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Conflict Process (1 of 2)
Figure 10.2
The conflict process includes several
elements that define the direction and
magnitude of the conflict.
Disagreements, emotions, and
escalation all play important roles and
suggest optimal conflict management
strategies.
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Conflict Process (2 of 2)
• Conflict management skills
– Best conflict resolution behaviors
Listening actively
Questioning
Communicating nonverbally
Mediating
• Create constructive conflict
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Table 10.5 Best and Worst Conflict Resolution
Behaviors for Career Advancement (1 of 2)
How managers deal with conflict can have a significant impact on their
careers. There are both effective and less effective approaches.
Best Conflict Resolution Behaviors:
• Perspective taking: Try to put yourself in the other person’s position and understand that person’s point of view.
• Focusing on interests rather than positions: Interests could include better serving clients or increasing the clarity of work
expectations. By focusing on the outcome, the root cause of the conflict is more likely to be addressed.
• Creating solutions: Brainstorm with the other person or group, ask questions, and try to create solutions to the problem.
• Expressing emotions: Talk honestly with the other person and express your thoughts and feelings.
• Reaching out: Reach out to the other party, make the first move, and try to make amends.
• Documenting: Document areas of agreement and disagreement to ensure common understanding and clear
communication.
• Smoothing: Playing down the differences between the two sides while emphasizing common interests.
• Asking the parties involved in a conflict to identify three or four specific actions they would like the other party to take:
An example of this would be saying, “I would like you to send me the report by noon on Wednesday so that I can meet
my deadline of 10 a.m. Friday.”
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Table 10.5 Best and Worst Conflict Resolution
Behaviors for Career Advancement (2 of 2)
Worst Conflict Resolution Behaviors:
• Avoiding the conflict: Avoiding or ignoring the conflict, hoping it will pass, is rarely successful.
• Winning at all costs: Arguing vigorously for your own opinion, refusing to consider changing your position, and
trying to win regardless of the interpersonal costs are approaches that do not make for speedy or satisfying
conflict resolution.
• Displaying anger: Expressing anger, raising your voice, and using harsh, angry words will make the other
person defensive and will slow down or prevent any resolution of the conflict.
• Demeaning the other party: Laughing at the other person, ridiculing the other’s ideas, and using sarcasm are
both disrespectful and not conducive to resolving conflict.
• Retaliating: Obstructing the other person, retaliating against the other person, and trying to get revenge are
unprofessional and disrespectful behaviors and will not promote conflict resolution.
• Meeting separately with the people in conflict: Because the sole goal of each employee involved in a conflict is
to convince you of the merits of their own case, the parties are likely to become more committed to their
positions rather than committed to resolving the conflict if you talk to each party in private.
Sources: Delahoussaye, M. (2002, June). Don’t Get Mad, Get Promoted. Training, 39, 20; Heathfield, S. M. (2009).
Workplace Conflict Resolution: People Management Tips. About.com. Available online:
http://humanresources.about.com/od/managementtips/a/conflict_solue.htm; Susskind, L. & Cruikshank, J. (1987). Breaking
the Impasse: Consensual Approaches to Resolving Public Disputes. New York, NY: Basic Books.
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Negotiating Process (1 of 3)
• Negotiation: A process in which two or more parties make offers, counteroffers,
and concessions in order to reach an agreement
• Distributive negotiation: Any gain to one party is offset by an equivalent loss to the
other party
• Integrative negotiation: A win–win negotiation in which the agreement involves no
loss to either party
– Four fundamental principles of integrative negotiation
1. Separate relationship issues (or “people problems”) from substantive issues
2. Focus on interests, not positions—negotiate about the things people need, not the things
they say they want
3. Look for new solutions to the problem that will allow both sides to win
4. Insist on outside, objective fairness criteria
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Negotiating Process (2 of 3)
• Tips for effective negotiation
– Make sure each side knows the other’s interests and perception of the
issues
– Identify what you can and cannot part with
– Identify and use sources of leverage
– Show the other side that you understand their position
– Suppress your emotions
– Know your BATNA: “best alternative to a negotiated agreement”
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Negotiating Process (3 of 3)
• Be aware of cultural differences in negotiations
• Alternative dispute resolution
– Involving a third party in a negotiation to overcome a stalemate
– Three types
Conciliation—A third party builds a positive relationship between the parties, improves their
communication, and facilitates their discussion
Mediation—An impartial third party (the mediator) facilitates a discussion using persuasion
and logic
Arbitration—A third party who has the authority to impose a settlement on the parties
Ombudsman—Someone who investigates complaints and mediates fair settlements
between aggrieved parties
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organizational Behavior in Action
• After reading the chapter:
– Have you ever experienced a constructive conflict? What happened?
How was the disagreement resolved?
– Which of the conflict causes do you feel is most challenging to a
manager? Why?
Ricky W. Griffin/Jean M. Phillips/Stanley M. Gully, Organizational Behavior: Managing People and Organizations, Thirteenth Edition. © 2020 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
