Conflict & Negotation

8/2/2019 Conflict & Negotation

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ConflictConflictA process that begins when one party

perceives that another party has negativelyaffected, or is about to negatively affect,something that the first party cares about.

Is that point in an ongoing activity when aninteraction crosses overto become an

interpartyconflict.

Encompasses a wide range of conflicts thatpeople experience in organizations

Incompatibility of goals

Differences over interpretations of factsDisagreements based on behavioralexpectations

Transitions in ConflictThoughtTransitions in

Traditional View of Conflict

The belief that all conflict is harmful andmust be avoided.


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Causes:

Poor communicationLack of opennessFailure to respond to employee needs

Human Relations View of Conflict

The belief that conflict is a natural andinevitable outcome in any group.

Interactionist View of Conflict

The belief that conflict is not only apositive force in a group but that it is

absolutely necessary for a group toperform effectively.


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Functional versusDysfunctional ConflictF

Functional Conflict

Conflict that supports the goals of thegroup and improves its performance.

Dysfunctional Conflict

Conflict that hinders group performance.

Types of ConflictTypesof ConflictTask Conflict


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Conflicts over content and goals of thework.

Relationship ConflictConflict based on interpersonalrelationships.Process Conflict

Conflict over how work gets done.

The Conflict ProcessThe

Stage I:Potential Opposition orIncompatibilit

CommunicationSemantic difficulties, misunderstandings,and noise


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Structure

Size and specialization of jobsJurisdictional clarity/ambiguityMember/goal incompatibilityLeadership styles (close or participative)Reward systems (win-lose)Dependence/interdependence of groups

Personal VariablesDiffering individual value systemsPersonality types

Stage II:

Cognition andPersonalizationStage II:

Perceived ConflictAwareness by one or more parties of the

existence of conditions that create opportunitiesfor conflict to arise.

Felt Conflict


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Emotional involvement in a conflict creatinganxiety, tenseness, frustration, or hostility.

ion

Stage III:IntentionsStage III:Intentions

Decisions to act in a given way.

Cooperativeness:Attempting to satisfy the other partysconcerns.Assertiveness:

Attempting to satisfy ones ownconcerns.


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ons of Conflict-HandlingIntentionsDimensions

CompetingA desire to satisfy ones interests,regardless of the impact on the otherparty to the conflict.

CollaboratingA situation in which the parties to aconflict each desire to satisfy fully theconcerns of all parties.


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Avoiding

The desire to withdraw from or suppressa conflict.

Accommodating

The willingness of one party in a conflictto place the opponents interests above

his or her own.

Compromising

A situation in which each party to aconflict is willing to give up something.

Stage IV: BehaviorStageIV: BehaviorConflict Management


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The use of resolution and stimulationtechniques to achieve the desired level of

conflict.

Conflict-Intensity

ContinuumConflict-


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Conflict Management

TechniquesCvariablesConflict ResolutionTechniques

Problem solving

Superordinate goals

Expansion of resources

Avoidance

Smoothing

Compromise

Authoritative command

Altering the human variable Altering the structural variables

Communication

Bringing in outsiders Restructuring the organization

Appointing a devils advocate


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Stage V: OutcomesStageV: OutcomesFunctional Outcomes from Conflict

Increased group performance

Improved quality of decisions

Stimulation of creativity andinnovation

Encouragement of interest andcuriosity

Provision of a medium for problem-solving

Creation of an environment for selfevaluation and change

Creating Functional Conflict Reward dissent and punish conflictavoiders


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Dysfunctional Outcomes from Conflict

Development of discontent Reduced group effectiveness

Retarded communication

Reduced group cohesiveness

Infighting among group membersovercomes group goals

NegotiationNegotiation

A process in which two or more partiesexchange goods or services and attempt

to agree on the exchange rate for them.BATNA

The Best Alternative To a NegotiatedAgreement; the lowest acceptable value(outcome) to an individual for anegotiated agreement.


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BargainingStrategiesBargainingDistributive Bargaining

Negotiation that seeks to divide up a

fixed amount of resources; a win-losesituation.

Integrative Bargaining


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Negotiation that seeks one or moresettlements that can create a win-win

solution.Distributive VersusIntegrative Bargaining

Strategies

Staking Out theBargaining ZoneStaking


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Out the Barg

The Negotiation Process


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Issues inNegotiationIssues in

The Role of Mood & Personality Traitsin Negotiation


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Positive moods positively affectnegotiations

Traits do not appear to have asignificantly direct effect on theoutcomes of either bargaining ornegotiating processes (exceptextraversion, which is bad fornegotiation effectiveness)

Gender Differences in Negotiations Women negotiate no differently frommen, although men apparentlynegotiate slightly better outcomes.

Men and women with similar power

bases use the same negotiating styles. Womens attitudes towardnegotiation and their success asnegotiators are less favorable thanmens.

Why American ManagersMight Have Trouble inCross-Cultural Negotiations


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Italians, Germans, and French dontsoften up executives with praise before theycriticize. Americans do, and to many

Europeans this seems manipulative. Israelis,accustomed to fast-paced meetings, haveno patience for American small talk.

British executives often complain thattheir U.S. counterparts chatter too much.Indian executives are used to interrupting

one another. When Americans listen withoutasking for clarification or posingquestions,Indians can feel the Americans arent payingattention.

Americans often mix their business andpersonal lives. They think nothing, forinstance, about asking a colleague a

question like,How was your weekend?Inmany cultures such a question is seen asintrusive because business and private livesare totally compartmentalized.

Third-Party Negotiations

Mediator

A neutral third party who facilitates anegotiated solution by using reasoning,


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persuasion, and suggestions foralternatives.

ArbitratorA third party to a negotiation who hasthe authority to dictate an agreement.

ThConciliator

A trusted third party who provides aninformal communication link between thenegotiator and the opponent.

Consultant

An impartial third party, skilled in conflict

management, who attempts to facilitatecreative problem solving throughcommunication and analysis.


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Conflict and Unit Performance

USE.CompetitionUSE

.CompetitionWhen quick, decisive action is vital (inemergencies); on important issues.


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Where unpopular actions needimplementing (in cost cutting,

enforcing unpopular rules,discipline).

On issues vital to theorganizations welfare.

When you know youre right.

Against people who takeadvantage of noncompetitivebehavior.

USE ..Collaboration To find an integrative solution

when both sets of concerns are tooimportant to be compromised.

When your objective is to learn.

To merge insights from peoplewith different perspectives.

To gain commitment byincorporating concerns into aconsensus.


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To work through feelings thathave interfered with a relationship.

USE.Avoidance When an issue is trivial, ormore important issues arepressing.

When you perceive no chanceof satisfying your concerns.

When potential disruptionoutweighs the benefits ofresolution.

To let people cool down andregain perspective.

When gathering informationsupersedes immediate decision.

When others can resolve the

conflict effectively. When issues seem tangential orsymptomatic of other issues.


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USE.Accommodation When you find youre wrong

and to allow a better position to beheard.

To learn, and to show yourreasonableness.

When issues are more

important to others than toyourself and to satisfy others andmaintain cooperation.

To build social credits for laterissues.

To minimize loss whenoutmatched and losing.

When harmony and stability areespecially important.

To allow employees to developby learning from mistakes.

USECompromise When goals are important butnot worth the effort of potential


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disruption of more assertiveapproaches.

When opponents with equalpower are committed to mutuallyexclusive goals.

To achieve temporarysettlements to complex issues.

To arrive at expedient solutions

under time pressure.

As a backup when collaborationor competition is unsuccessful.

Documents

Conflict & Negotation