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Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
Lecture Notes
Chapter 6
Ethical Conflict Management
Organizational Ethics: A Practical Approach (3rd ed.)
Conflict in Organizational Life
•
•Conflict is a daily occurrence in every organization
•
•Sources of organizational conflict
•
•Interests
•
•Data
•
•Procedures
•
•Values
•
•Dysfunctional relationships
•
•Roles
•
•Communication
•
•Definition: “an expressed struggle between at least two
interdependent parties who perceive incompatible goals, scarce
resources, and interference from others in achieving their goals.” (Hocker
& Wilmot)
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
Becoming an Ethical Conflict Manager
•
•Step 1: Recognize the difference Between Functional and
Dysfunctional Conflicts
•
•Functional: centered on the task and content of messages;
problem focused
•
•Dysfunctional: centered on personalities and marked by
•
• Conflict spirals or avoidance
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• Strong negative emotions
Becoming an Ethical Conflict Manager
•
•Step 2: Manage Your Emotions
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•Cooling down
•
• Identify your hot buttons
•
•Slowing down
•
• Have a backup plan
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• Relax
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•Engaging constructively
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• Enter into conflict resolution
•
• Perspective take
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• Listen carefully
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
•
• Seek win-win solutions
Becoming an Ethical Conflict Manager
•
•Step 3: Identify Your Personal Conflict Style
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•Styles
•
•Avoiding (low concern for self/others)
•
•Accommodating (low concern for self/high concern for others)
•
•Compromising (moderate concern for self/others)
•
•Competing (high concern for self/low concern for others)
•
•Collaborative (high concern for self/others)
•
•Each style can be effective and ethical in certain situations but
collaboration is most ethical across a variety of contexts
Becoming an Ethical Conflict Manager
•
•Step 4: Develop Conflict Guidelines
•
•Monitor your personal behavior and the behavior of the other
party for signs of destructive conflict
•
•Identify common goals and interests
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
•
•Develop problem solving guidelines
•
•Focus on mutual gain
•
•Create a process for generating productive conflict
Becoming an Ethical Conflict Manager
•
•Step 5: Employ Collaborative Conflict Management Tactics
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•Analytic remarks
•
•Descriptive statements—non-evaluative observations
•
•Disclosing statements—non-evaluative statements about events
that the other party can’t observe
•
•Qualifying statements—qualify the nature and boundaries of the
conflict
•
•Solicitation of disclosure—seek information
•
•Solicitation of criticism—identify criticism of the self
•
•Conciliatory verbal messages
•
•Supportive remarks—communicate positive affect
•
•Concessions—signal flexibility
•
•Acceptance of responsibility—admit personal responsibility
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
Becoming an Ethical Conflict Manager
•
•Step 6: Be Prepared to Apologize
•
•Complete (ethical) apologies contain
•
•Acknowledgement of the o8ense
•
•Expression of remorse
•
•Explanation of behavior
•
•offer to repair the damage (reparations)
•
•Will also need to offer forgiveness—let go of resentment and revenge
Resolving Conflict Through Ethical Negotiation
•
•Negotiation: resolving disputes by generating a joint agreement or
solution
•
•Ethical issues in negotiation
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•Deceit/deception
•
•Distribution of outcomes or beneHts (fairness)
•
•Impact on those outside the bargaining table
•
• Conflicts of interest when acting as agents for outside
parties
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
Resolving Conflict Through Ethical Negotiation
•
•Adopt an integrative (win/win) approach instead of a distributive
(win/lose) approach
•
•Steps of Principled (Integrative) Negotiation
•
•Separate the people from the problem (focus on the human
dimension)
•
•Focus on interests, not positions (on the why of a negotiating
stance)
•
•Invent options for mutual gain (think win/win)
•
•Insist on objective criteria (fair standards)
Combatting Aggression
•
•Types of aggression
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•Physical-verbal: destructive words or deeds
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•Active-passive: doing harm by acting or failing to act
•
•Direct-indirect: doing harm directly or through an intermediary
•
•Sources of Aggression
•
• Personal (individual factors like personality and low self-
esteem)
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
•
• Social (triggered by other people, unfairness and role
models)
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• Contextual (elements of the situation like stressful working
conditions)
Combatting Aggression
•
•Resistance is risky but necessary
•
•Best to prevent aggression before it starts
•
•Carefully screen employees
•
•Reduce injustice, eliminate aggressive role models
•
•Cut back on tight supervision and unnecessary rules; create
pleasant working conditions
Preventing Sexual Harassment
•
•Definition: a distinctive form of aggression overwhelmingly directed
at women by men
•
•Types
•
•Gender harassment—gender based comments and behaviors
designed to demean women
•
•Unwanted sexual attention—verbal and nonverbal
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
•
•Sexual coercion—forcing employees into sexual activity
•
•Legal deHnitions
•
•Quid pro quo—”something for something”
•
•Hostile work environment—forced to submit to conditions not
required of other workers
Preventing Sexual Harassment
•
•Determinants of harassment
•
•Less equalitarian views
•
•Males hope to win sexual favors and other payo8s
•
•Leaders don’t take complaints seriously
•
•Preserves male-dominated organizational systems
Prevention steps
Adopt a zero-tolerance policy
Attack gender stereotypes through training
Increase the proportion of women in the organization
Preventing Sexual Harassment
•
•Increase the moral intensity of sexual harassment
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
•
•1. Make aggressors aware of the effect of their actions
•
•2. Encourage consensus about the deHnition and immorality of
sexual harassment
•
•3. Shorten the time between conduct and consequences
•
•4. Emphasize similarities
