Organizational Behavior

Penempatan PegawaiSchool of Communication & BusinessInspiring Creative Innovation

Meeting-11

CONFLICTAND

NEGOTIATIONS

QUOTES

Business is conflict. That is the creative process.You don't get special performance by saying"Yes". You get love, but you don't get specialperformance.

Richard Snyder, CEO

CONFLICT

Conflict

Conflict is a process in which there is one partywho feels that the other party has negativelyinfluenced something that is concerned by the firstparty.A point on every activity that is taking place when "an

interaction crosses" can become a conflict betweenparties.

Conflicts experienced by someone in theorganization, including:Target mismatch

Difference in interpretation of meaning

Disagreement based on behavioral expectations.

Transition in Conflict Thinking

Causes of conflict:

1) Poor communication

2) Lack of openness

3) Failure to interpret employee needs

1. Traditional View

The belief that all conflicts are dangerous and should be avoided.

2. Human Relations (Interactionist) View

The belief that conflict is natural and unavoidable.

In the Interactionist View:

The belief that conflict is not only apositive thing in the group, but isfully needed for the effectiveness ofgroup performance.

Functional Vs Dysfunctional Conflict

Functional Conflict

Conflicts that support the goalsand improve group performance

Dysfunctional Conflict

Conflicts that disrupt group performance

Conflict Process

Conflict Process

Communication

Difficulty in interpreting words, misunderstandings, and disturbances in communication (including over communication)

Structure

Job size and specialization

Clarity of jurisdiction

Member match to goal

Leadership style

Reward system

Group dependency

Personal Variable

Differences in individual rating systems (e.g. first impressions)

Personality type

Stage 1: Potential for Conflict and Discrepancy

Stage 2: Awareness and Personalization

Perceived conflict

One or more parties' awareness of the existence of conditions that create opportunities for conflict to grow

Felt conflict

Emotional involvement in aconflict that creates: anxiety,tension, frustration andhostility

Negative emotions cause: simplify problems, loss of trust, and negativeinterpretation of other parties

Conflict Process

Stage 3: Intention

Competing

The desire to satisfy the interests of one party by not caring about its impact on the other party.

Collaborating

Situations where the parties to the conflict, each of whom wants to fully satisfy all parties

Avoiding

The desire to withdraw or suppress conflict

Accommodate

Willingness of one party to prioritize the interests of opponents

Compromising

A situation where each party in a conflict is willing to sacrifice something

Conflict Process

Dimensions of Conflict-Handling Intention

Stage 4: Behavior

Conflict Management:

The use of solving and stimulation techniques to achieve the desired level of conflict

Form: statements, actions, reactions from parties to the conflict

Conflict Process

Stage 5: Results

Functional Results

Improve group performance

Improve the quality of decisions

Stimulate creativity and innovation.

Encourage interest and curiosity.

Provision of facilities for problem solving.

Creating an environment for self-evaluation and change.

Dysfunctional Results

Increase dissatisfaction

Reducing group effectiveness

Obstruct communication

Decreasing group cohesion

Quarreling between group members

Conflict Process

How to Create Functional Conflicts?

• Reward and Punishment (e.g. Hawlet Packet/ HP)

HP rewards employees who own and maintain opinions / ideasthat they believe to be correct, even if those opinions / ideas arerejected by management.

Punishment can be given to avoiders.

• Formal system (e.g. Herman Miller Inc. & IBM)

Herman Miller Inc. has a formal system, where subordinates canprovide evaluation and criticism to their superiors.

Lvel of Conflict and Unit

Performance

NEGOTIATION

NegotiationNegotiation is a process in which two or more parties

exchange goods or services and attempt to agree upon

the exchange rate for them.

We use the terms negotiation and bargaining

interchangeably.

BATNA (Acronim)

The Best Alternative To aNegotiated Agreement; Thelowest value an individualcan accept to reach abargaining agreement.

Negotiation Strategy

• Distributive Negotiations

Negotiations that try to distribute resources in fixed amounts; a win-lost situation

• Integrative Negotiations

Negotiations that try to find one or more solutions that can create a win-win situation (win both sides)

Negotiation Strategy

Distributive Versus Integrative Bargaining

Negotiation Zone

Target point of party-A The range of aspirations of party-BThe range

Settlement

The rangeaspiration

Party-A

PointTarget ofParty-B

Pointdefense

from Party-B

Pointdefense

from Party-A

Negotiation Process

• Preparation and Planning

What is the nature of the conflict?

What is the history that directs these negotiations?

Who is involved and how is their perception of this conflict?

What do you want from this negotiation?

What are your goals?

Etc.

Develop strategies like expert chess players

Negotiation Process

• Defining the Basic/ Ground RulesWho will negotiate?

Where will it be held?

What time constraints, if any, will beapplied?

On what issues will negotiations be limited?

At this stage each party exchanges proposalsand initial requests

Negotiation Process

• Clarification and Justification

When the initial proposals are exchanged, thetwo parties will: explain, strengthen, clarify,support and justify the initial request.

In this phase there is NO MUST confrontation

This is an opportunity to inform each of theproblems, why the problem is important, andhow come to the initial request

Negotiation Process

Inti proses negosiasi adalah take and give danberusaha utk menyelesaikan perjanjian

Pada phase ini kedua belah pihak perlumembuat konsesi.

• Perundingan dan Pemecahan Masalah

Negotiation Process

The core of the negotiation process is takeand give and try to complete the agreement

In this phase both parties need to makeconcessions

• Bargaining and Problem Solving

Negotiation Process

• Closure and Implementation

Formalization of agreements (eg contractmaking)

Develop procedures for implementation andmonitoring

Negotiation Process

Saragih TelU 2015 33

ISSUES IN NEGOTIATION

• The role of mood Positive mood will produce better

• Personality traits What personality types are needed if distributive negotiations

are to be carried out?

• Gender differences Male / female stereotypes

• Cultural differences Italians, Germans and French do criticize before they do praise Indian executives are used to interrupting one to another What about the culture of the Sundanese, Padang, Chinese,

Batak, Javanese, Madurese, Banten when negotiating?

Third Party Negotiations

Mediator

A third party that is neutral and facilitates thecompletion of negotiations by using reasoning,persuasion and suggestions as alternatives

Arbitrator

Third parties who have the authority toenforce agreements

(Needed because not everyone can manage negotiations properly)

Consultan

An impartial third party, skilled inconflict management, who tries toprovide creative resolution of decisionsthrough communication and analysis

Conciliator

A trusted third party which provides an informalcommunication connection between thenegotiator and his opponent

To make:“Mind Mapping” (Lecture Material in this Week)

Requirements

1) A maximum of 1 (one) page per topic

2) Informative (can be given a picture, color, symbol,

illustration, etc.)

3) No Cover (just write your name and NIM on the

Mind Map sheet)

4) Handwritten or printed (using Mind Map software)

5) Must not copy paste (must be individually unique)

6) Collected not more than 24 hours

7) Finalty 0.5 point per day if late collecting

Individual Task:

Fakultas Komunikasi dan BisnisInspiring Creative Innovation