chapter 13 conflict & negotiation

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Chapter 13 Conflict & Negotiation. Transitions in Conflict Thought. Traditional View Human Relations View Interactionist View. Transitions in Conflict Thought. The Traditional View : Conflict is bad and synonymous with violence, destruction, and irrationality. - PowerPoint PPT Presentation

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Managing Conflict and Negotiating

1Chapter 13

Conflict & Negotiation12Transitions in Conflict ThoughtTraditional ViewHuman Relations ViewInteractionist View3The Traditional View: Conflict is bad and synonymous with violence, destruction, and irrationality.

Transitions in Conflict Thought4The Human Relations View: Conflict is natural and inevitable, and should be accepted as a part of life.Transitions in Conflict Thought5The Interactionist View:Constructive conflict should be encouraged; it keeps the group alive, self-critical, and creative.

Transitions in Conflict Thought6Functional vs. Dysfunctional ConflictTask conflict (+/-)Process conflict (+/-)Relationship conflict (-)7Conflict Process StagesPotential oppositionCognition and personalization IntentionsBehaviorOutcomes

8Conflict Process Stages

9CommunicationStructurePersonal VariablesStage I: Potential Conflict10Potential for opposition realized

When individuals become emotionally involved, parties experience anxiety, tension, frustration, or hostility Stage II: Cognition and Personalization11Stages III & IV: Intentions & BehaviorsCompeting (distributive)Collaborating (integrative)AvoidingAccommodatingCompromising

12HighConcern for Others InterestsConcern for Own InterestsLowLowHighConflict Handling BehaviorsCollaborationCompetitionCompromiseAvoidanceAccommodation6Two dimensions are used to identify conflict management styles. Concern for self refers to the extent to which a person focuses on satisfying his or her own needs. Concern for others is the degree to which a person wants to satisfy the needs of others. These two dimensions combine to create five conflict management styles.The integrative style (high concern for self and others) focuses on openness, collaboration, and information exchange. The obliging style (low concern for self, high concern for others) focuses on the needs of others while sacrificing or ignoring personal needs. The dominating style (high concern for self, low for others) focuses on advancing personal goals at any cost. The avoiding style (low concern for self and others) focuses on suppressing, setting aside, or avoiding the issues. The compromising style (moderate concern for self and others) focuses on achieving a reasonable middle ground. Managers must consider several factors before deciding which style of conflict management is appropriate: The complexity of the problem and the need for long-term solutions. The amount of time that is involved. The importance of the issue. The power of various parties.13Distributive Versus Integrative BargainingDistributive IntegrativeCharacteristic: Approach: Approach: Goal: Get as much of aExpand the pie; look for fixed pie as possiblewin/win optionsMotivation:Win-Lose (self serving)Win-Win (mutual gain)Focus:PositionsInterests InformationLowHighSharing:

Duration of Short term Long termrelationships: Key Assumptions:Adversarial and hostileCollaborative and openproblem solving

Role of Trust:Its for suckers!Its the only real currency!

14NegotiationNegotiation: Process whereby two or more parties attempt to agree on the exchange rate for goods or services.BATNAThe Best Alternative To a Negotiated Agreement; the lowest acceptable value (outcome) for someone for a negotiated agreement.

15The Negotiation ProcessE X H I B I T 13 5

16Staking Out the Bargaining ZoneE X H I B I T 13 4

17Issues in NegotiationRole of Mood and Personality Traits:Positive moods positively affect negotiationsTraits appear to have little significant effect on the outcomes of either bargaining or negotiating processes (except extraversion, which is bad for negotiation effectiveness)Gender Differences:Women negotiate no differently from men, although men apparently negotiate slightly better outcomes.Men and women with similar power bases use similar negotiating styles.Womens attitudes toward negotiation and their success as negotiators are less favorable than mens.18Italians, Germans, and French dont soften up executives with praise before they criticize. Americans do, and to many Europeans this seems manipulative.Israelis are accustomed to fast-paced meetings and so have no patience for American small talk.Indian executives are used to interrupting one another. When Americans listen without asking for clarification or posing questions, Indians may conclude the Americans arent paying attention.Americans often mix their business and personal lives. They think nothing about asking a colleague questions like, How was your weekend? (its a cultural ritual for Americans). In some cultures such a question is intrusive because business and private lives are kept totally separate.Many Americans live by the motto: Its not personal, its business, whereas many other cultures live by the motto: Its not business until first its personal.Source: Adapted from L. Khosla, You Say Tomato, Forbes, May 21, 2001, p. 36.Issues in Negotiation (cont.)19Stage IV: OutcomesFunctional Outcomes from Conflict:Increased group performanceImproved quality of decisionsStimulation of creativity and innovationEncouragement of interest and curiosityProvision of a medium for problem-solvingCreation of an environment for self-evaluation and changeCreating Functional Conflict:Reward dissent and sanction avoiders of functional conflict20Stage IV: Outcomes (cont.)Dysfunctional Outcomes from Conflict:Development of discontentReduced group effectivenessRetarded communicationReduced group cohesivenessInfighting among group members overcomes group goalsMinimizing Dysfunctional Conflict:Emphasize common goals and objectivesEliminate elements of relationship that bread distrust