IV.

STRUCTURAL APPROACHES TO
CONFLICT MANAGEMENT
EMPHASISING SUPERORDINATE GOALS
are common objectives held by conflicting parties that are more important than
the departmental or individual goals on which the conflict is based.

Emphasising common
objectives rather than
conflicting sub-goals

Reducing goal
incompatibility and
differentiation
Example:

If managers observe that their teams are always in conflict with each other, and play the

blame-game always, they can take a decision to club them together and delegate them an

important assignment. Once responsibility of a crucial task is put on their shoulders, both the

teams have to automatically resolve their differences and come together. Also, if appraisals

depend on the project, they will even strive harder and give their best, being open to each others

ideas.
REDUCING DIFFERENTIATION

to minimize dysfunctional
conflict.
Remove sources of different
values and beliefs (ex. Move
employees around to
different jobs)
Can reduce differentiation by
creating common
experiences
IMPROVING COMMUNICATION AND UNDERSTANDING
this can range from casual gatherings among employees who rarely meet
otherwise, to formal processes where differences are identified and
discussed.

Socializingover a game of
ping-pong or football.
Teambuilding activities.
Dialogue meetings.
REDUCING TASK INTERDEPENDENCE
by dividing the shared resource so that each party has exclusive use of part
of it.

CLARIFYING RULES AND PROCEDURES

in the distribution of resources, such as when students can use laser printer
or for how long they can borrow library books.
 V. RESOLVING CONFLICT THROUGH NEGOTIATION
Negotiation occurs whenever two or more conflicting parties attempt to resolve
their divergent goals by redefining the terms of their interdependence.
Bargaining zone model of negotiations
1. Three main negotiating points:
a. Initial offer point is the teams opening offer to other party.
b. Target point is the teams realistic goal or expectation for a final
agreement.
c. Resistance point is the point beyond which the team will not make
further concessions
NEGOTIATOR BEHAVIORS

1.Planning and goal setting

2. Gathering information
3. Communicating effectively
4. Making concessions
VI. THIRD-PARTY CONFLICT RESOLUTION

Third-party conflict resolution is any attempt by a relatively neutral person

to help the parties resolve their differences
THIRD-PARTY OBJECTIVES

Procedural
Efficiency
fairness

Third-party
conflict resolution
objectives
Outcome
Effectiveness
fairness
 TYPES OF THIRD-PARTY INTERVENTION

High
Mediation Inquisition

Level of
process control

Arbitration

Low Level of outcome control High

13
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane
1. Arbitration is the final stage of grievances by unionized employees,
and is becoming more common in nonunion conflicts. Arbitrators
have control over the final decision, but low control over the
process.
2. Inquisition inquisitors control all discussions about the conflict and
choose the form of conflict resolution
3. Mediation mediators have control over the intervention process