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