ch14conflict and negotiation- group
TRANSCRIPT
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Stage III: Intentions (contd)
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Dimensions of Conflict-Handling Intentions
E X H I B I T 14-2
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Stage IV: Behavior
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Stage IV: Conflict Resolution Techniques
Problem solving
Superordinate goals
Expansion of resources
Avoidance
Smoothing
Compromise
Authoritative command Altering the human variable
Altering the structural variables
Problem solving
Superordinate goals
Expansion of resources
Avoidance Smoothing
Compromise
Authoritative command Altering the human variable
Altering the structural variables
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Stage IV: Conflict Stimulation Techniques
Communication
Bringing in outsiders
Restructuring the organization
Appointing a devils advocate
Communication
Bringing in outsiders
Restructuring the organization
Appointing a devils advocate
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Conflict-Intensity Continuum
E X H I B I T 14-3
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Stage V: Outcomes
Functional Outcomes from Conflict 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
Creating Functional Conflict Reward dissent and punish conflict avoiders
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Stage V: Outcomes (contd)
Dysfunctional Outcomes from Conflict Development of discontent Reduced group effectiveness Retarded communication
Reduced group cohesiveness Infighting among group members overcomesgroup goals
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Negotiation
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Bargaining Strategies
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Staking Out the Bargaining Zone
E X H I B I T 14-6
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TheNegotiation
Process
E X H I B I T 14-7
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Issues in Negotiation
The Role of Personality Traits in Negotiation Traits do not appear to have a significantly direct
effect on the outcomes of either bargaining ornegotiating processes.
Gender Differences in Negotiations
Women negotiate no differently from men,although men apparently negotiate slightly betteroutcomes.
Men and women with similar power bases use thesame negotiating styles.
Womens attitudes toward negotiation and theirsuccess as negotiators are less favorable thanmens.
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Third-Party Negotiations
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Third-Party Negotiations (contd)
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Why U.S. Managers Might Have Trouble in Cross-Cultural Negotiations
E X H I B I T 14-8
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E X H I B I T
Conflict and Unit Performance
14-9a
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Conflict and Unit Performance (contd) E X H I B I T 14-9b