Conflict-and-negotiation-organizational-behaviour-lecture-slides.pdf 163840

Robbins & Judge

Organizational Behavior 13th Edition

Conflict and Negotiation

Bob Stretch Southwestern College

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Chapter Learning Objectives  After studying this chapter, you should be able to: – Define conflict. – Differentiate between the traditional, human relations, and interactionist views of conflict. – Outline the conflict process. – Define negotiation. – Contrast distributive and integrative bargaining. – Apply the five steps in the negotiation process. – Show how individual differences influence negotiations. – Assess the roles and functions of third-party negotiations. – Describe cultural differences in negotiations.

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Conflict Defined  A 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 – That point in an ongoing activity when an interaction “crosses over” to become an interparty conflict

 Encomes a wide range of conflicts that people experience in organizations – Incompatibility of goals – Differences over interpretations of facts – Disagreements based on behavioral expectations

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Transitions in Conflict Thought  Traditional View of Conflict – The belief that all conflict is harmful and must be avoided

– Prevalent view in the 1930s-1940s

 Conflict resulted from: – Poor communication – Lack of openness

– Failure to respond to employee needs 15-3

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Continued Transitions in Conflict Thought  Human Relations View of Conflict – The belief that conflict is a natural and inevitable outcome in any group – Prevalent from the late 1940s through mid-1970s

 Interactionist View of Conflict – The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively – Current view

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Forms of Interactionist Conflict

Functional Conflict • Conflict that s the goals of the group and improves its performance

Dysfunctional Conflict • Conflict that hinders group performance 15-5

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Types of Interactionist Conflict  Task Conflict – Conflicts over content and goals of the work – Low-to-moderate levels of this type are FUNCTIONAL

 Relationship Conflict – Conflict based on interpersonal relationships – Almost always DYSFUNCTIONAL

 Process Conflict – Conflict over how work gets done – Low levels of this type are FUNCTIONAL 15-6

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The Conflict Process  We will focus on each step in a moment…

E X H I B I T 15-1

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Stage I: Potential Opposition or Incompatibility  Communication – Semantic difficulties, misunderstandings, and “noise”

 Structure – – – – – –

Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose) Dependence/interdependence of groups

 Personal Variables – Differing individual value systems – Personality types 15-8

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Stage II: Cognition and Personalization  Important stage for two reasons: 1. Conflict is defined • Perceived Conflict – Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise

2. Emotions are expressed that have a strong impact on the eventual outcome • Felt Conflict – Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility

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Stage III: Intentions  Intentions – Decisions to act in a given way – Note: behavior does not always accurate reflect intent

 Dimensions of conflict-handling intentions: – Cooperativeness • Attempting to satisfy the other party’s concerns

– Assertiveness • Attempting to satisfy one’s own concerns Source: K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.

E X H I B I T 15-2

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Stage IV: Behavior  Conflict Management – The use of resolution and stimulation techniques to achieve the desired level of conflict

 Conflict-Intensity Continuum

Source: Based on S.P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 93– 97; and F. Glasi, “The Process of Conflict Escalation and the Roles of Third Parties,” in G.B.J. Bomers and R. Peterson (eds.), Conflict Management and Industrial Relations (Boston: Kluwer-Nijhoff, 1982), pp. 119–40.

E X H I B I T 15-3

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Conflict Resolution Techniques – – – – – – – –

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 devil’s advocate

Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89

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Stage V: Outcomes  Functional – Increased group performance

– Improved quality of decisions – Stimulation of creativity and innovation – Encouragement of interest and curiosity – Provision of a medium for problem-solving – Creation of an environment for self-evaluation and change

 Dysfunctional – Development of discontent – Reduced group effectiveness – Retarded communication – Reduced group cohesiveness – Infighting among group overcomes group goals

 Creating Functional Conflict – Reward dissent and punish conflict avoiders 15-13

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Negotiation  Negotiation (Bargaining) – A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them

 Two General Approaches: – Distributive Bargaining • Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation

– Integrative Bargaining • Negotiation that seeks one or more settlements that can create a win-win solution

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Distributive versus Integrative Bargaining Bargaining Characteristic

Distributive Bargaining

Integrative Bargaining

Goal

Get all the pie you can

Expand the pie

Motivation

Win-Lose

Win-Win

Focus

Positions

Interests

Information Sharing

Low

High

Duration of Relationships

Short-Term

Long-Term

Source: Based on R. J. Lewicki and J. A. Litterer, Negotiation (Homewood, IL: Irwin, 1985), p. 280.

Integrative Yours Mine

Yours Mine

Distributive E X H I B I T 15-5

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Bargaining Tactics and the Bargaining Zone  Distributive Tactics – Make an aggressive first offer – Reveal a deadline

 Integrative Tactics – Bargain in teams – Put more issues on the table – Don’t compromise

E X H I B I T 15-6

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The Negotiation Process  BATNA – The Best Alternative To a Negotiated Agreement – The lowest acceptable value (outcome) to an individual for a negotiated agreement

 The “Bottom Line” for negotiations E X H I B I T 15-7

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Individual Differences in Negotiation Effectiveness  Personality Traits – Extroverts and agreeable people weaker at distributive negotiation – disagreeable introvert is best – Intelligence is a weak indicator of effectiveness

 Mood and Emotion – Ability to show anger helps in distributive bargaining – Positive moods and emotions help integrative bargaining

 Gender – Men and women negotiate the same way, but may experience different outcomes – Women and men take on gender stereotypes in negotiations: tender and tough – Women are less likely to negotiate 15-18

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Third-Party Negotiations  Four Basic Third-Party Roles – Mediator • A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives

– Arbitrator • A third party to a negotiation who has the authority to dictate an agreement.

– Conciliator • A trusted third party who provides an informal communication link between the negotiator and the opponent

– Consultant • An impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis 15-19

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Global Implications  Conflict and Culture – Japanese and U.S. managers view conflict differently – U.S. managers more likely to use competing tactics while Japanese managers are likely to use compromise and avoidance

 Cultural Differences in Negotiations – Multiple cross-cultural studies on negotiation styles, for instance: • American negotiators are more likely than Japanese bargainers to make a first offer • North Americans use facts to persuade, Arabs use emotion, and Russians used asserted ideals • Brazilians say “no” more often than Americans or Japanese 15-20

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Summary and Managerial Implications  Conflict can be constructive or destructive  Reduce excessive conflict by using: – – – – –

Competition Collaboration Avoidance Accommodation Compromise

 Integrative negotiation is a better long-term method E X H I B I T 15-8

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Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

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