Chapter 13 - Conflict & Negotiation

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Conflict and Negotiation

Chapter 13

Essentials of Organizational Behavior, 9/e

Stephen P. Robbins/Timothy A. Judge

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After studying this chapter, you should be able to:

1. Define conflict2. Differentiate between the traditional, human

relations, and interactionist views of conflict3. Contrast task, relationship and process conflict4. Outline the conflict process5. Describe the five conflict-handling intentions6. Contrast distributive and integrative bargaining7. Identify the five steps in the negotiation process8. Describe whether there are individual

differences in negotiator effectiveness

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Conflict

• Process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

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Transitions in Conflict Thought

• Traditional View – conflict is harmful and must be avoided

• Human Relations View – conflict is a natural and inevitable outcome in any group and need not be negative

• Interactionist View – conflict is encouraged to prevent group from becoming stale

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Functional vs. Dysfunctional Conflict

• Task conflict – relates to the content and goals of the work

• Relationship conflict – focuses on interpersonal relationships

• Process conflict – relates to how the work gets done

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Conflict Process

Stage I: Potential opposition

Stage II: Cognition and Personalization

Stage III: Intentions

Stage IV: Behaviors

Stage V: Outcomes

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Conflict Process

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Stage I: Potential Opposition

• Sources of conflict: Communication Structure Personal Variables

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Stage II: Cognition and Personalization

• Potential for opposition becomes realized

• When individuals become emotionally involved - parties experience anxiety, tension, frustration, or hostility

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Stage III: Intentions

• Competing

• Collaborating

• Avoiding

• Accommodating

• Compromising

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Intentions

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Stage IV: Behavior

• Where conflict becomes visible

• Are usually overt attempts to implement each party’s intentions

• A dynamic process that moves along a continuum of intensity

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Stage V: Outcomes

• Functional Outcomes – Conflict is constructive when it: Improves the quality of decisions Stimulates creativity and innovation Encourages interest and curiosity among group

members

• Dysfunctional Outcomes – uncontrolled opposition breeds discontent, which acts to dissolve common ties, and eventually leads to the destruction of the group

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Creating Functional Conflict

• Managers can reward dissent and punish conflict avoiders

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Negotiation

• Process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them

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Bargaining Strategies

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The Negotiation Process

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Individual Differences in Negotiation

• Personality

• Gender

• Cultural

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Personality

• The best distributive bargainer appears to be a disagreeable introvert (avoids social contact)

• Those who can check their egos at the door are able to negotiate better agreements

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Gender Differences in Negotiation

• Men have been found to negotiate better outcomes than women, although the difference is relatively small

• Women may unduly penalize themselves by failing to engage in negotiations when such action would be in their best interest

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Cultural Differences in Negotiations

• Cultural context significantly influences... The amount and type of preparation for

bargaining The relative emphasis on task versus

interpersonal relationships The tactics used Where the negotiation should be conducted

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Implications for Managers: Managing Conflict

• Competition

• Collaboration

• Avoidance

• Accommodation

• Compromise

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Implications for Managers: Improving Negotiation Skills

• Set Ambitious Goals

• Pay Little Attention to Initial Offers

• Research Your Opponent

• Address the Problem, Not the Personalities

• Be Creative and Emphasize Win-Win Solutions

Let’s Negotiate

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