conflict and negotiation (chap 15) 13727465

8/10/2019 Conflict and Negotiation (Chap 15) 13727465

1/37

2007 Prentice Hall Inc. All rights reserved.

Conflict andNegotiation

ChapterFIFTEEN


2/37


Conflict

Conflict Defined A process that begins when one party perceives

that another party has negatively afected, or isabout to negatively afect, something that therst party cares about.

Is that point in an ongoing activity when an interactioncrosses over to become an interparty conflict.

Encompasses a wide range o conicts thatpeople experience in organiations

Incompatibility of goals Differences over interpretations of facts

Disagreements based on behavioral expectations


3/37


Transitions in Conflict Thought

Causes:

Poor communication

ac! of o"enness

#ailure to res"ond toem"lo$ee needs

Causes:

Poor communication

ac! of o"enness

#ailure to res"ond toem"lo$ee needs

%raditional &ie' of Conflict

!he belie that all conict is harmul and mustbe avoided.


4/37


Transitions in Conflict Thought cont!d"

Human (elations &ie' of Conflict

!he belie that conict is a natural andinevitable outcome in any group.

Interactionist &ie' of Conflict

!he belie that conict is notonly a positive orce in a

group but that it is absolutelynecessary or a group toperorm efectively.


5/37


#unctional versus Dysfunctional Conflict

#unctional Conflict

"onict that supports thegoals o the group andimproves its perormance.

D$sfunctional Conflict

"onict that hindersgroup perormance.)Negative*

)Positive*


6/37


Types of Conflict

%as! Conflict

"onicts over contentand goals o the wor#.

(elationshi" Conflict

"onict based oninterpersonalrelationships.

Process Conflict

"onict over how wor# getsdone.


7/37


The Conflict $rocess

+ , H I - I % /


8/37


%tage I& $otential 'pposition or Incompatibility

Communication $emantic di%culties, misunderstandings, and&noise'

1tructure

$ie and specialiation o (obs

)urisdictional clarity*ambiguity

+ember*goal incompatibility

eadership styles -close or participative

/eward systems -win0lose

1ependence*interdependence o groups

Personal &ariales

1ifering individual value systems

2ersonality types


9/37


%tage II& Cognition and $ersonali(ation

Positive #eelingsPositive #eelingsNegative +motionsNegative +motions

Conflict DefinitionConflict Definition

Perceived ConflictAwareness by one ormore parties o theexistence o conditionsthat create opportunities

or conict to arise.

#elt ConflictEmotional involvement ina conict creating anxiety,tenseness, rustration, orhostility.


10/37


%tage III& Intentions

Coo"erativeness:

Attem"ting to satisf$ the other "art$3sconcerns.

Assertiveness:

Attem"ting to satisf$ one3s o'n concerns.

Coo"erativeness:

Attem"ting to satisf$ the other "art$3sconcerns.

Assertiveness:

Attem"ting to satisf$ one3s o'n concerns.

Intentions

1ecisions to act in a given way.


11/37


Dimensions of Conflict)*andling Intentions

+ , H I - I % /42Source: +. Thomas, Conflict and -egotiation $rocesses in 'rgani(ations, in .D. Dunnette

and /.. *ough eds.", Handbook of Industrial and Organizational Psychology, 0nd ed., vol. 1

$alo 2lto, C2& Consulting $sychologists $ress, 3440", p. 556. 7ith permission.


12/37


13/37


%tage III& Intentions cont!d"

Accommodating

!he willingness o one party in a conict to placethe opponent3s interests above his or her own.

Com"romising

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


14/37


%tage I8& 9ehavior

Conflict 5anagement!he use o resolution and stimulationtechni4ues to achieve the desired level oconict.


15/37


Conflict)Intensity Continuum

+ , H I - I % /6

Source: 9ased on %.$. :obbins, Managing Organizational Conflict: A Nontraditional Approach

;pper %addle :iver, -", pp. 41?4=@ and #. Alasi, The $rocess of Conflict

Bscalation and the :oles of Third $arties, in A.9..


16/37


Conflict anagement TechniEues

Conflict (esolution %echniues

Prolem solving

1u"erordinate goals

+8"ansion of resources Avoidance

1moothing

Com"romise

Authoritative command

Altering the human variale

Altering the structural variales


Prolem solving

1u"erordinate goals

+8"ansion of resources Avoidance

1moothing

Com"romise

Authoritative command

Altering the human variale

Altering the structural variales+ , H I - I % /9

Source: 9ased on %. $. :obbins,

Managing Organizational Conflict:

A Nontraditional Approach ;pper

%addle :iver, -", pp. F4?64


17/37


Conflict anagement TechniEues


Communication

-ringing in outsiders

(estructuring the organiation

A""ointing a devil3s advocate


Communication

-ringing in outsiders

(estructuring the organiation

A""ointing a devil3s advocate

+ , H I - I % /9 )cont3d*Source: 9ased on %. $. :obbins, Managing Organizational Conflict: A Nontraditional

Approach ;pper %addle :iver, -", pp. F4?64


18/37


%tage 8& 'utcomes

#unctional ;utcomes from Conflict

5ncreased group perormance

5mproved 4uality o decisions

$timulation o creativity and innovation

Encouragement o interest and curiosity

2rovision o a medium or problem0solving

"reation o an environment or sel0evaluation

and change

Creating #unctional Conflict

/eward dissent and punish conict avoiders


19/37


%tage 8& 'utcomes

D$sfunctional ;utcomes from Conflict

1evelopment o discontent

/educed group efectiveness

/etarded communication

/educed group cohesiveness

5nghting among group members overcomesgroup goals


20/37


-egotiation

NegotiationA process in which two or more partiesexchange goods or services and attempt toagree on the exchange rate or them.

-A%NA

!he Best Alternative To

a NegotiatedAgreement6 the lowestacceptable value-outcome to anindividual or a

negotiated agreement.


21/37


9argaining %trategies

Integrative -argaining

7egotiation that see#s one or moresettlements that can create a win0win

solution.

Distriutive -argaining7egotiation that see#s to divide up a xedamount o resources6 a win0lose situation.


22/37


Distributive 8ersus Integrative 9argaining

+ ,HI-I% /4/

8argaining 1istributive 5ntegrative"haracteristic 8argaining 8argaining

Goal Get as much of pie Expand the pie

as possible

Motivation Win!ose WinWin

Focus "ositions Interests

Information !o# $i%h

&harin%

'uration of &hort term !on% termrelationships

Source: 9ased on :.


23/37


%taGing 'ut the 9argaining Hone

+ , H I - I % /ender Differences in Negotiations

9omen negotiate no diferently rom men, althoughmen apparently negotiate slightly better outcomes.

+en and women with similar power bases use thesame negotiating styles.

9omen3s attitudes toward negotiation and theirsuccess as negotiators are less avorable thanmen3s.


26/37


7hy 2merican anagers ight *ave Trouble in Cross)

Cultural -egotiations

Italians, Aermans, and #rench don!t soften up executives withpraise before they critici(e. 2mericans do, and to many

Buropeans this seems manipulative. Israelis, accustomed to

fast)paced meetings, have no patience for 2merican small talG.

9ritish executives often complain that their ;.%. counterparts

chatter too much. Indian executives are used to interrupting oneanother. 7hen 2mericans listen without asGing for clarification or

posing Euestions, Indians can feel the 2mericans aren!t paying

attention.

2mericans often mix their business and personal lives. They

thinG nothing, for instance, about asGing a colleague a EuestionliGe, *ow was your weeGend In many cultures such a Euestion

is seen as intrusive because business and private lives are

totally compartmentali(ed.

+ , H I - I % /?

Source:2dapted from /. +hosla, Jou %ay Tomato, "orbes, ay 03, 03, p. 15.


27/37


Third)$arty -egotiations

5ediator

A neutral third party who acilitates anegotiated solution by using reasoning,persuasion, and suggestions or alternatives.

Aritrator

A third party to anegotiation who has theauthority to dictate anagreement.


28/37


Third)$arty -egotiations cont!d"

Consultant

An impartial third party, s#illedin conict management, who

attempts to acilitate creativeproblem solving throughcommunication and analysis.

Conciliator

A trusted third party whoprovides an inormalcommunication lin# between the

negotiator and the opponent.


29/37


Conflict

and ;nit

$erformance

+ , H I - I % /@


30/37


;%BK.Competition

hen uic!B decisive action is vital )in

emergencies* on im"ortant issues.

here un"o"ular actions need im"lementing )in

cost cuttingB enforcing un"o"ular rulesB

disci"line*. ;n issues vital to the organiation3s 'elfare.

hen $ou !no' $ou3re right.

Against "eo"le 'ho ta!e advantage ofnoncom"etitive ehavior.


31/37


;%B K..Collaboration

%o find an integrative solution 'hen oth sets of

concerns are too im"ortant to e com"romised.

hen $our oective is to learn.

%o merge insights from "eo"le 'ith different

"ers"ectives.

%o gain commitment $ incor"orating concerns

into a consensus.

%o 'or! through feelings that have interfered 'itha relationshi".


32/37


;%BK.2voidance

hen an issue is trivialB or more im"ortant issues

are "ressing.

hen $ou "erceive no chance of satisf$ing $our

concerns.

hen "otential disru"tion out'eighs the enefits

of resolution.

%o let "eo"le cool do'n and regain "ers"ective.

hen gathering information su"ersedes

immediate decision. hen others can resolve the conflict effectivel$.

hen issues seem tangential or s$m"tomatic of

other issues.


33/37


;%BK.2ccommodation

hen $ou find $ou3re 'rong and to allo' a etter

"osition to e heard.

%o learnB and to sho' $our reasonaleness.

hen issues are more im"ortant to others than to

$ourself and to satisf$ others and maintain

coo"eration.

%o uild social credits for later issues.

%o minimie loss 'hen outmatched and losing.

hen harmon$ and stailit$ are es"eciall$im"ortant.

%o allo' em"lo$ees to develo" $ learning from

mista!es.


34/37


;%BKCompromise

hen goals are im"ortant ut not 'orth the effort

of "otential disru"tion of more assertive

a""roaches.

hen o""onents 'ith eual "o'er are committed

to mutuall$ e8clusive goals.

%o achieve tem"orar$ settlements to com"le8

issues.

%o arrive at e8"edient solutions under time

"ressure.

As a ac!u" 'hen collaoration or com"etition is

unsuccessful.


35/37


By standing on the printer, what

conflict resolution technique mightthis man (Tom Alexander) be

employing?2uthoritative Command2uthoritative Command

%uperordinate goal%uperordinate goal

Bxpansion of resourcesBxpansion of resources

CompromiseCompromise

Chapter Chec!"p# Conflict

-$ shifting the focus of the meeting to the overall

organiational com"etitiveness eing threatened ecause

of the e8cess strength eing uilt into the "rintersB he

directed the attendees to a su"erordinate goal of the

organiation remaining com"etitive.


36/37


37/37

200 P i H ll I All i h d

Discuss the concepts of

92T-2 and resistance point

with your neighbor. 7hat

similarities are there between

the two Differences

Chapter Chec!"p# $egotiation

conflict and negotiation (chap 15) 13727465

Documents