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Styles CM
Styles CM
Negotiation
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE 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.
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AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
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Conflict
• Overview
• The Importance of Conflict Management
• The Causes of Conflict
• Levels of Conflict
• Managing Conflict
• Negotiation
• Managing Conflict Through Third-Party Intervention
The Importance of Conflict
Management
• Changing Environmental Trends
• Global competition
• Increased diversity
• Corporate restructuring
• Mobile workforce
The Causes of Conflict
• Resource Scarcity
• Power, money, information, advice, praise
• Beneficial versus Detrimental Effects
The Causes of Conflict
• Jehn’s Typology of Conflict
• Task content conflict
• Emotional conflict
• Administrative conflict
Levels of Conflict
• Individual Level (intrapersonal)
• Approach-approach
• Avoidance-avoidance
• Approach-avoidance
Levels of Conflict
• Group Level
• Interpersonal conflict: between two or more individuals
• Intragroup conflict
• Intergroup conflict
Managing Conflict
Conflict occurs whenever disagreement exist in a
social situation over issues. Conflict is a that begins
when one party perceives that another has negatively
affected, or is about to negatively affect, something
that the first party cares about.
It can be :
• Constructive
• Destructive
Constructive conflict:
• Traditional View
• Human Relation View
• Inter-actionist View
• Functional Vs. Dysfunctional Conflict
Traditional View:
Causes:
• Poor
communication
• Lack of openness
• Failure to respond
to employee
needs
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Transitions in Conflict Thought (cont’d)
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Functional versus Dysfunctional Conflict
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Types of Conflict
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The Conflict Process
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Stage I: Potential Opposition or
Incompatibility
• Communication
• Semantic difficulties, 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
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Stage II: Cognition and Personalization
Conflict Definition
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Stage III: Intentions
Cooperativeness:
• Attempting to
satisfy the other
party’s concerns.
Assertiveness:
• Attempting to
satisfy one’s own
concerns.
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Stage III: Intentions (cont’d)
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Stage III: Intentions (cont’d)
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Dimensions of Conflict-Handling Intentions
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Stage IV: Behavior
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Stage IV: Conflict Resolution Techniques
• Problem solving
• Super ordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables
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Stage IV: Conflict Stimulation Techniques
• Communication
• Bringing in outsiders
• Restructuring the
organization
• Appointing a devil’s
advocate
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Conflict-Intensity Continuum
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Stage V: Outcomes
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Stage V: Outcomes (cont’d)
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Negotiation
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Bargaining Strategies
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Distributive versus Integrative Bargaining
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Staking Out the Bargaining Zone
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The Negotiation
Process
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Issues in Negotiation
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Third-Party Negotiations
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Third-Party Negotiations (cont’d)
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Why U.S. Managers Might Have Trouble in
Cross-Cultural Negotiations
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Conflict and Unit Performance
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Conflict and Unit Performance
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CONFLICT RESOLUTION
UNFREEZE
BEING OPEN
LEARNING EMPATHY
SEARCH FOR COMMON THEMES
GENERATE ALTERNATIVES
RESPOND TO ALTERNATIVES.
SEARCH FOR SOLUTION.
BREAKING DEAD LOCK.
COMMITTING TO SOLUTION WITH GROUP.
COMMITTING TO WHOLE GROUP.
COURSE OBJECTIVE
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Learning Outcomes
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REFERENCES
Recommended Books
Thompson, L. (2012). The mind and heart of the negotiator (5th ed). Upper Saddle River,
NJ: Prentice Hall.
Brett, J. M. (2001). Negotiating globally: How to negotiate deals, resolve disputes, and
make decisions across cultural boundaries. San Francisco, CA: Jossey-Bass.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2008). Negotiation (5th ed.). Boston, MA:
McGraw-Hill Irwin.
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JOURNALS
Negotiation Journal
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FAQ’S
2. What are the sources of conflict and how do these operate under the conflict-
escalation and conflict- resolution modes?
4. Analyse the pros and cons of alternative approaches to the management of conflict in
the organisation.
5. What are the negotiation phases and what goes on during each of them?
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