Page 264 - DMGT519_Conflict Management and Negotiation Skills

Conflict Management and Negotiation Skills

Notes

Notes Ethics and social structure

In considering relationship to a social structure, we would be tempted to say that we need
be concerned only with (a). This, however, would be unsatisfactory, since to talk of an
ethical system is to imply far more than a pattern of observed forms of behavior; rules of
conduct, as derived from ethical notions, may be honored in the breach as well as in the
observance. In order to discover a people’s ethical system even in sense (a), it will therefore
be necessary to take into account their statements about what is considered right and
wrong and why, as well as to describe conformities in their behavior and the working of
sanctions against deviation.
For this reason, it might be logically preferable to consider an ethical system simply in
sense (b), as a body of beliefs about right and wrong, although these are unlikely in many
cases to be as systematic as those connected with a formulated theological position, such
as that of the Roman Catholic church. Sense (b), however, can be related to social structure
only by showing how the ethical beliefs in question affect the ways members of the
society behave in their social roles.

12.11 Resolving Ethical Issue

Laws and ethical codes do not cover all situations. To resolve problems raised by ethical relativism
and universalism, managers facing ethical conflicts should consider the nature of the specific
ethical situation. The response, according to Kohls and Buller (1994), depends on the centrality
of values at stake, the degree of social consensus regarding the ethical issue, the decision-
maker’s ability to influence the outcome, and the level of urgency surrounding the situation”.
Manager can take one of following seven approaches for resolving ethical conflict (Kohls and
Buller 1994).
1. Avoiding: One party simply chooses to ignore or not deal with the conflict.
2. Forcing: One party forces its will upon the other. Forcing is often used when one party is
stronger than the other.
3. Education-persuasion: One party attempts to convert others to its position through
providing information, reasoning or appeals to emotion.
4. Infiltration: One party introduces its cultural values to another society hoping that an
appealing idea will spread.
5. Negotiation-compromise: Both parties give up something to negotiate a settlement.
6. Accommodation: One party adapts to the ethics of the other.
7. Collaboration problem solving: Both parties work together to achieve a mutually satisfying
solution, a win-win outcome meeting the needs of both.
How does a manager select among these actions and is there a “correct” solution? First, they
consider the centrality of values. Values form a continuum arranged from core values of universal
concern and central to the ethical conduct of business to those on the periphery (Kohls and Buller
1994). Core values include freedom from torture, the right to non-discriminatory treatment, the
right to freedom of speech and association, and the right to political participation.
Second, a manager classifies values according to home culture consensus. An ethical decision
maintains values widely shared by the home culture. The third factor is the influence a manager
has over the situation. There is a continuum from no ability to change the situation to complete

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