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CHAPTER 8 Conflict and Negotiation
© 2010 Cosmopoint
1.1 What is Conflict 1.2 Transitions in Conflict Thought 1.3 Functional versus Dysfunctional Conflict 1.4 Types of Conflict 1.5 The Conflict Process 1.6 Conflict-Intensity Continuum 1.7 Negotiation 1.8 Bargaining Strategies 1.9 Distributive Versus Integrative Bargaining 2.0 Staking Out the Bargaining Zone 2.1 The Negotiation Process 2.2 Issues in Negotiation 2.3 Why American Managers Might Have Trouble in Cross-Cultural Negotiations 2.4 Third-Party Negotiations 2.5 Conflict and Unit Performance
© 2010 Cosmopoint
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This chapter aims to:
1. Define conflict 2. Differentiate between the traditional, human relations, and interactionist views of conflict 3. Contrast task, relationship, and process conflict 4. Outline the conflict process 5. Describe the five conflict-handling intentions 6. Contrast distributive and integrative bargaining 7. Identify the five steps in negotiation process 8. Describe cultural differences in negotiations
© 2010 Cosmopoint
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or is about to negatively affect.1. something that the first party cares about.1 • Conflict Conflict Defined – A process that begins when one party perceives that another party has negatively affected. • Is that point in an ongoing activity when an interaction “crosses over” to become an interparty conflict. – Encompasses a wide range of conflicts that people experience in organizations • Incompatibility of goals • Differences over interpretations of facts • Disagreements based on behavioral expectations © 2010 Cosmopoint Slide 4 of 38 Topics .
1.2 Transitions in Conflict Thought Traditional View of Conflict The belief that all conflict is harmful and must be avoided. Causes: • Poor communication • Lack of openness • Failure to respond to employee needs © 2010 Cosmopoint Slide 5 of 38 Topics .
Transitions in Conflict Thought (cont’d) Human Relations View of Conflict The belief that conflict is a natural and inevitable outcome in any group. Interactionist View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively. © 2010 Cosmopoint Slide 6 of 38 Topics .
© 2010 Cosmopoint Slide 7 of 38 Topics .1. Dysfunctional Conflict (Negative) Conflict that hinders group performance.3 Functional versus Dysfunctional Conflict (Positive) Functional Conflict Conflict that supports the goals of the group and improves its performance.
4 Types of Conflict Task Conflict Conflicts over content and goals of the work.1. Relationship Conflict Conflict based on interpersonal relationships. © 2010 Cosmopoint Slide 8 of 38 Topics . Process Conflict Conflict over how work gets done.
1.5 The Conflict Process © 2010 Cosmopoint Slide 9 of 38 Topics .
misunderstandings. and “noise” • Structure – Size and specialization of jobs – Jurisdictional clarity/ambiguity – Member/goal incompatibility – Leadership styles (close or participative) – Reward systems (win-lose) – Dependence/interdependence of groups • Personal Variables – Differing individual value systems – Personality types © 2010 Cosmopoint Slide 10 of 38 Topics .Stage I: Potential Opposition or Incompatibility • Communication – Semantic difficulties.
tenseness. Felt Conflict Emotional involvement in a conflict creating anxiety. Conflict Definition Negative Emotions Positive Feelings © 2010 Cosmopoint Slide 11 of 38 Topics . or hostility. frustration.Stage II: Cognition and Personalization Perceived Conflict Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
Cooperativeness: • Attempting to satisfy the other party’s concerns. Assertiveness: • Attempting to satisfy one’s own concerns.Stage III: Intentions Intentions Decisions to act in a given way. © 2010 Cosmopoint Slide 12 of 38 Topics .
© 2010 Cosmopoint Slide 13 of 38 Topics . 1992).). “Conflict and Negotiation Processes in Organizations. p. Dunnette and L. 668. Hough (eds. Handbook of Industrial and Organizational Psychology..M. 3 (Palo Alto.Dimensions of Conflict-Handling Intentions Source: K. Thomas. CA: Consulting Psychologists Press.D.” in M. With permission. 2nd ed. vol.
Stage III: Intentions (cont’d) Competing A desire to satisfy one’s interests. Avoiding The desire to withdraw from or suppress a conflict. Collaborating A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. regardless of the impact on the other party to the conflict. © 2010 Cosmopoint Slide 14 of 38 Topics .
Compromising A situation in which each party to a conflict is willing to give up something.Stage III: Intentions (cont’d) Accommodating The willingness of one party in a conflict to place the opponent’s interests above his or her own. © 2010 Cosmopoint Slide 15 of 38 Topics .
Stage IV: Behavior Conflict Management The use of resolution and stimulation techniques to achieve the desired level of conflict. © 2010 Cosmopoint Slide 16 of 38 Topics .
Bomers and R.B. pp. Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River. “The Process of Conflict Escalation and the Roles of Third Parties.1. NJ: Prentice Hall.” in G.). 1974).J. Peterson (eds.P. Conflict Management and Industrial Relations (Boston: Kluwer-Nijhoff.6 Conflict-Intensity Continuum Source: Based on S. © 2010 Cosmopoint Slide 17 of 38 Topics . 93–97. Glasi. 119–40. pp. Robbins. 1982). and F.
Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River. 1974). pp. NJ: Prentice Hall. 59–89 Slide 18 of 38 Topics . Robbins.Conflict Management Techniques Conflict Resolution Techniques • Problem solving • Superordinate goals • Expansion of resources • Avoidance • Smoothing • Compromise • Authoritative command • Altering the human variable • Altering the structural variables © 2010 Cosmopoint Source: Based on S. P.
59–89 © 2010 Cosmopoint Slide 19 of 38 Topics . pp. NJ: Prentice Hall.Conflict Management Techniques Conflict Resolution Techniques • Communication • Bringing in outsiders • Restructuring the organization • Appointing a devil’s advocate Source: Based on S. Robbins. 1974). P. Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River.
Stage V: Outcomes • Functional Outcomes from Conflict – Increased group performance – Improved quality of decisions – Stimulation of creativity and innovation – Encouragement of interest and curiosity – Provision of a medium for problemsolving – Creation of an environment for selfevaluation and change • Creating Functional Conflict – Reward dissent and punish conflict avoiders Topics © 2010 Cosmopoint Slide 20 of 38 .
Stage V: Outcomes • Dysfunctional Outcomes from Conflict – Development of discontent – Reduced group effectiveness – Retarded communication – Reduced group cohesiveness – Infighting among group members overcomes group goals © 2010 Cosmopoint Slide 21 of 38 Topics .
7 Negotiation Negotiation A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them. BATNA The Best Alternative To a Negotiated Agreement.1. © 2010 Cosmopoint Slide 22 of 38 Topics . the lowest acceptable value (outcome) to an individual for a negotiated agreement.
a win-lose situation.8 Bargaining Strategies Distributive Bargaining Negotiation that seeks to divide up a fixed amount of resources. Integrative Bargaining Negotiation that seeks one or more settlements that can create a win-win solution.1. © 2010 Cosmopoint Slide 23 of 38 Topics .
IL: Irwin.1. Lewicki and J. 280. J. p. © 2010 Cosmopoint Slide 24 of 38 Topics . Negotiation (Homewood. A. 1985).9 Distributive Versus Integrative Bargaining Bargaining Characteristic Goal Motivation Focus Information Sharing Duration of relationships Distributive Bargaining Get as much of pie as possible Win-Lose Positions Low Integrative Bargaining Expand the pie Win-Win Interests High Short term Long term Source: Based on R. Litterer.
0 Staking Out the Bargaining Zone © 2010 Cosmopoint Slide 25 of 38 Topics .2.
2. the lowest acceptable value (outcome) to an individual for a negotiated agreement. © 2010 Cosmopoint Slide 26 of 38 Topics .1 The Negotiation Process BATNA The Best Alternative To a Negotiated Agreement.
– Women’s attitudes toward negotiation and their success as negotiators are less favorable than men’s.2. © 2010 Cosmopoint Slide 27 of 38 Topics . which is bad for negotiation effectiveness) • Gender Differences in Negotiations – Women negotiate no differently from men.2 Issues in Negotiation • The Role of Mood & Personality Traits in Negotiation – Positive moods positively affect negotiations – Traits do not appear to have a significantly direct effect on the outcomes of either bargaining or negotiating processes (except extraversion. – Men and women with similar power bases use the same negotiating styles. although men apparently negotiate slightly better outcomes.
Israelis. British executives often complain that their U. Indian executives are used to interrupting one another.” Forbes. about asking a colleague a question like.S. Khosla. Americans do. They think nothing. Americans often mix their business and personal lives. © 2010 Cosmopoint Slide 28 of 38 Topics . and French don’t soften up executives with praise before they criticize. Indians can feel the Americans aren’t paying attention.3 Why American Managers Might Have Trouble in Cross-Cultural Negotiations Italians. “You Say Tomato. p. Germans. When Americans listen without asking for clarification or posing questions. and to many Europeans this seems manipulative. “How was your weekend?” In many cultures such a question is seen as intrusive because business and private lives are totally compartmentalized. for instance. have no patience for American small talk. May 21. 36. 2001.2. counterparts chatter too much. Source: Adapted from L. accustomed to fast-paced meetings.
2.4 Third-Party Negotiations Mediator A neutral third party who facilitates a negotiated solution by using reasoning. persuasion. and suggestions for alternatives. Arbitrator A third party to a negotiation who has the authority to dictate an agreement. © 2010 Cosmopoint Slide 29 of 38 Topics .
Topics © 2010 Cosmopoint Slide 30 of 38 . Consultant An impartial third party. skilled in conflict management.Third-Party Negotiations (cont’d) Conciliator A trusted third party who provides an informal communication link between the negotiator and the opponent. who attempts to facilitate creative problem solving through communication and analysis.
5 Conflict and Unit Performance © 2010 Cosmopoint Slide 31 of 38 Topics .2.
on important issues. • Where unpopular actions need implementing (in cost cutting. • Against people who take advantage of noncompetitive behavior. discipline).Competition • When quick. • On issues vital to the organization’s welfare.USE…. • When you know you’re right. © 2010 Cosmopoint Slide 32 of 38 Topics . enforcing unpopular rules. decisive action is vital (in emergencies).
. © 2010 Cosmopoint Slide 33 of 38 Topics .Collaboration • To find an integrative solution when both sets of concerns are too important to be compromised.USE …. • To merge insights from people with different perspectives. • To gain commitment by incorporating concerns into a consensus. • To work through feelings that have interfered with a relationship. • When your objective is to learn.
• When potential disruption outweighs the benefits of resolution. • When others can resolve the conflict effectively. • When gathering information supersedes immediate decision. • To let people cool down and regain perspective.USE…. • When issues seem tangential or symptomatic of other issues. © 2010 Cosmopoint Slide 34 of 38 Topics .Avoidance • When an issue is trivial. or more important issues are pressing. • When you perceive no chance of satisfying your concerns.
Accommodation • When you find you’re wrong and to allow a better position to be heard. • To build social credits for later issues. and to show your reasonableness. • To minimize loss when outmatched and losing. • To learn. © 2010 Cosmopoint Slide 35 of 38 Topics . • When harmony and stability are especially important. • To allow employees to develop by learning from mistakes. • When issues are more important to others than to yourself and to satisfy others and maintain cooperation.USE….
USE…Compromise • When goals are important but not worth the effort of potential disruption of more assertive approaches. • When opponents with equal power are committed to mutually exclusive goals. • As a backup when collaboration or competition is unsuccessful. © 2010 Cosmopoint Slide 36 of 38 Topics . • To achieve temporary settlements to complex issues. • To arrive at expedient solutions under time pressure.
Pearson.REFERENCES • Stephen P. © 2010 Cosmopoint Slide 37 of 38 . Robbins. 11th Edition. Organizational Behavior.
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