Organizational Behavior 14th edition, conflict and negotiation, kelli schutte. Chapter: "define conflict. - Differentiate between the traditional, resolution focused, and interactionist views of conflict" chapter: "show how individual differences influence negotiations"
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Robbins, Judge, and Vohra
Organizational Behavior 14th Edition
Conflict and Negotiation
Kelli J. Schutte William Jewell College Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
14-0
Chapter Learning Objectives
After studying this chapter, you should be able to: Define conflict. Differentiate between the traditional, resolution focused, 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.
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
14-1
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
Encompasses a wide range of conflicts that people experience in organizations
Incompatibility of goals Differences over interpretations of facts Disagreements based on behavioral expectations
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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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 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Continued Transitions in Conflict Thought
Resolution Focused View of Conflict The belief that conflict is a natural and inevitable outcome in any group Focuses on productive conflict resolution
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
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Forms of Interactionist Conflict
Functional Conflict Conflict that supports the goals of the group and improves its performance
Dysfunctional Conflict Conflict that hinders group performance Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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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 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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The Conflict Process
We will focus on each step in a moment
E X H I B I T 14-1 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Stage I: Potential Opposition or Incompatibility
Communication Semantic difficulties, misunderstandings, over communication 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 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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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
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
14-9
Stage III: Intentions
Intentions Decisions to act in a given way Note: behavior does not always accurately reflect intent
Dimensions of conflict-handling intentions:
Cooperativeness Attempting to satisfy the other partys concerns
Assertiveness Attempting to satisfy ones 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. Arrows added. Used with permission.
E X H I B I T 14-2 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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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. 11940.
E X H I B I T 14-3 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Conflict Management Techniques
Conflict Resolution Techniques Problem solving Superordinate goals Expansion of resources Avoidance Smoothing Compromise Authoritative command Altering the human variable Altering the structural variables Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
Conflict Stimulation Techniques Bringing in outsiders Communication Restructuring the organization Appointing a devils advocate
Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 5989
SEE E X H I B I T 14-4
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Stage V: Outcomes Functional Increased group performance Improved quality of decisions Stimulation of creativity and innovation
Dysfunctional Development of discontent
Reduced group effectiveness
Retarded communication Reduced group cohesiveness Infighting among group members overcomes group goals
Encouragement of interest and curiosity
Provision of a medium for problem solving Creation of an environment for self-evaluation and change
Managing Functional Conflict
Reward dissent and punish conflict avoiders 14-13
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
Goal Motivation Focus Information Sharing Duration of Relationships
Source: Based on R. J. Lewicki and J. A. Litterer, Negotiation (Homewood, IL: Irwin, 1985), p. 280.
Get all the pie you can Win-Lose Positions Low Short-Term
Expand the pie Win-Win Interests High Long-Term
Integrative Yours Mine
Yours Mine
Distributive SEE E X H I B I T 14-5 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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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
E X H I B I T 14-7 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Individual Differences in Negotiation Effectiveness
Personality Traits Extroverts and agreeable people are weaker at distributive negotiation; disagreeable introverts are 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
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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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 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Global Implications Conflict and Culture Indian and French managers view conflict differently Indian managers are more likely to use accommodation and avoidance while French managers are likely to use competing tactics.
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 use asserted ideals Brazilians say no more often than Americans or Japanese Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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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 14-8 Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
