Ch. 4
Relationship Management
The BASK defines Relationship Management as the KSAOs needed to create and maintain a network of professional contacts inside and outside the organization, to build and maintain relationships, to work as an effective team member, and to manage conflict while supporting the organization.
Sub-competencies
| Sub-competency | What it means |
|---|---|
| Networking | Building a network of professional contacts inside and outside the organization |
| Relationship Building | Building and maintaining relationships inside and outside the organization |
| Teamwork | Participating as an effective team member, and building, promoting and leading effective teams |
| Negotiation | Reaching mutually acceptable agreements with negotiating parties |
| Conflict Management | Managing and resolving conflicts by identifying areas of common interest among the parties |
BASK key concepts: types of conflict, conflict resolution strategies, negotiation tactics and styles, and trust-building techniques.
Types of Conflict
| Type | Description | Example |
|---|---|---|
| Relationship (interpersonal) | Personality clashes, tension, dislike | Two co-workers who won't speak to each other |
| Task (substantive) | Disagreement about the content of work, goals or decisions. In moderation it can be productive. | A debate over which vendor to choose |
| Process | Disagreement about how work gets done, or who does what | Arguments over who owns a report |
| Intraorganizational | Conflict within the organization, between individuals, teams or departments | Sales and Operations at odds over delivery promises |
| Interorganizational | Conflict between organizations | A dispute with a vendor or a union |
★ Task conflict can improve decisions. Relationship conflict almost always hurts performance. HR's goal is to keep conflict focused on tasks and resolve relationship conflict quickly.
Conflict Resolution Strategies (Thomas-Kilmann Conflict Mode Instrument)
These five strategies come from two dimensions: assertiveness (concern for your own interests) and cooperativeness (concern for others' interests).
| Strategy | Assertive / Cooperative | Description | Best used when… |
|---|---|---|---|
| Competing (forcing) | High / Low | Win-lose. Pursue your own position. | There is an emergency, an unpopular but necessary decision, or an ethics or legal requirement |
| Accommodating | Low / High | Lose-win. Give in to the other party. | You are wrong, the issue matters much more to them, or you want to preserve the relationship |
| Avoiding | Low / Low | Postpone or sidestep the conflict | The issue is trivial, emotions need to cool, or more information is needed |
| Compromising | Moderate / Moderate | Split the difference, so each side gives something up | Time is short, the parties have equal power, or a temporary solution is needed |
| Collaborating | High / High | Win-win. Find a solution that fully satisfies both sides. | The issue is important, a long-term relationship matters, and there is time to dig into the underlying interests |
★ On the exam, collaborating is usually the best answer for important, ongoing workplace conflicts, unless the scenario signals an emergency, a legal or safety issue (competing) or a trivial issue (avoiding).
HR's Role in Mediating Conflict Between Employees
A typical sequence:
- Meet with each party separately to understand their perspective.
- Bring the parties together, set ground rules and focus on the issues, not personalities.
- Identify underlying interests (not just stated positions) and common ground.
- Brainstorm solutions together.
- Agree on actions and document them.
- Follow up.
If the conflict involves possible policy violations, such as harassment, threats or discrimination, investigate rather than mediate.
Negotiation
| Concept | Meaning |
|---|---|
| Distributive (positional, win-lose) bargaining | The parties divide a fixed "pie." Each takes a position and concedes reluctantly. Example: haggling over price. |
| Integrative (interest-based, win-win) bargaining | The parties expand the pie by focusing on underlying interests. This is common in modern labor relations and is also called interest-based bargaining (IBB). |
| Principled negotiation (Fisher & Ury, Getting to Yes) | Four principles: (1) separate the people from the problem; (2) focus on interests, not positions; (3) invent options for mutual gain; (4) insist on objective criteria. |
| BATNA | Best Alternative To a Negotiated Agreement: what you will do if no deal is reached. A strong BATNA gives you more power. Know your BATNA before you negotiate. |
| Reservation point (walk-away) | The least favorable deal you will accept |
| ZOPA | Zone Of Possible Agreement: the overlap between the two parties' reservation points |
| Perspective taking | Understanding the other side's view, needs and constraints |
| Auction | Several bidders compete for the same agreement, as in a vendor RFP |
Negotiation stages: prepare (research, know your interests and BATNA) → open (build rapport, share interests) → bargain (exchange offers) → close (agree and document) → implement.
Trust-building Techniques (BASK)
These are emotional intelligence, relatability, vulnerability, transparency and recognizing individual strengths. Trust also grows through consistency (doing what you say) and follow-through.
Teams and Group Development
Tuckman's stages of group development (Team Development Ladder):
| Stage | What's happening | Leader's role |
|---|---|---|
| Forming | Members are polite and uncertain, and depend on the leader | Set the vision, goals and roles |
| Storming | Conflict over roles, power and approach | Set ground rules ("rules of engagement"), manage conflict and coach |
| Norming | Cohesion grows and norms are agreed | Facilitate and guide, and step back gradually |
| Performing | The team is high-functioning and self-directed | Delegate, motivate, remove obstacles and develop people |
| Adjourning | The team disbands after the task is done | Recognize contributions and capture lessons learned |
Other Team Concepts
- Groupthink (Irving Janis): A cohesive group's desire for agreement overrides realistic evaluation of alternatives. Prevent it by assigning a devil's advocate, inviting outside experts, having the leader withhold their view early, and using the Delphi or nominal group techniques.
- Social loafing: Individuals put in less effort in groups. Reduce it with individual accountability and visible contributions.
- Team charters: Define the purpose, roles, decision rights and norms.
Networking (BASK)
HR professionals build networks inside the organization (cross-functional relationships, ERGs) and outside it (professional associations such as SHRM chapters, peer benchmarking, vendors and community groups). Networks are a source of benchmarking data, referrals and advice.
What Effective Relationship Management Looks Like
- Address conflict promptly and directly. Don't ignore it or escalate too early.
- Be impartial when mediating, and focus on interests and common goals.
- Build relationships before you need them. Credibility comes from being reliable.
- When negotiating, prepare, know your BATNA, and look for win-win options.
- Give credit to others and build coalitions.
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