conflict, negociation & inter group behavior

8/3/2019 Conflict, Negociation & Inter Group Behavior

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CONFLICT, NEGOCIATION AND INTER-GROUP BEHAVIOR

GROUP MEMBERS

DANISH AZEEM

SHAHZAD YAMIN

AAMIR SALEEM

SALMANNAGI

REHANAHMAD

MUHAMMADASGHAR


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Definition of conflict

A process that begins when one party perceives

that opponent negatively affected or about to

negatively affect, something that the first party

cares about.


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TYPES OF CONFLICTS

To understand the Stephen P.

Robbins describes the conflicts in different

views such as:-

O Traditional View Of Conflicts

O The Human Relation View Of Conflicts

O The Interactionist View Of Conflicts


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Traditional View Of Conflicts

O It is basically a belief that allconflicts are harmful and must

be avoided.


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The Human Relation View OfConflicts

O It argued that conflict was anatural occurrence in all groups

and organization, because

conflict was inevitable between

the groups.


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The Interactionist View Of Conflicts

O The belief that conflict is not only a positive

force in a group but it is also necessary for

the groups to perform effectively.

O The interactionist does not propose that all

conflicts are good, some conflicts supports

the goals of the groups and improve itsperformance,

O like for example


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OFunctionalConflicts:-Constructive form of conflict

that supports the goals and

improves its performance.


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O

DysfunctionalConflicts.

There are conflicts which

creates hurdles between group

performance known as destructive

form of conflicts.


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There are three types of dysfunctionalconflicts which can affect the performance of thegroup or organizations

i) TaskConflict:-

Related to the content and goals ofthe work between the groups.

Low to moderate level of conflicts are

considered as functional, when it

stimulates discussion of ideas that help

group performance better.


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ii) RelationshipConflict:-

Which focuses on interpersonal

relation between the groups, it always

considered as dysfunctional because itdecrease mutual understanding & create

hurdles to complete the task.

It is observed that 18% Managers

spending their time to resolve the

personality conflicts between the staff.


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iii) ProcessConflict:-

It relates with the particular work or

task that how should be gets done.

Low level of process conflicts are beingconsidered as functional( According to

Stephen P. Robbins).

High level of process conflicts create

uncertainty about task role, increase

time to complete the task.


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CONFLICT PROCESS

Itisaprocessthathavefivestages

Stage- I: Potential Opposition / incompatibility.

Stage- II:Cognition& Personalization.

Stage- III:Intentions.

Stage- IV: Behavior.

Stage- V: Outcomes.


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Stage-I:Potential Opposition or Incompatibility

AntecedentConditions

Communication(Misunderstanding,

Noiseincommunicationchannel).

Structure(variablessuchassize,

Jurisdictionalclarity,membergoal

compatibility&rewardsystem).

Personalvariables


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Stage-II:Cognition & Personalization

Perceivedconflicts:

westartsthinkingabouttheconflicts,itis

aplaceintheprocesswherethepartiesdecidewhattheconflictisabout.

Feltconflicts:

Whenindividualsemotionallyinvolved

thanitcreatesanxiety,tension,frustrationbetweentheparties.


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Stage-III:

IntentionsConflict HandlingIntentions

Competing: when some one seeks to satisfy his own

interests without thinking about second party(win/lose

situation).

Collaborating: Parties are involved in solving a problem

by clarifying differences(win/win situation).

Avoiding: when parties try to ignore the conflict and

opponent(lose/lose situation).

Accommodating: Bothpartiesarewillingtoplacetheopponentsinterestsabovehisown.


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Stage-III: ContinueIntentions

Compromising: When each party seeks to give up

something, sharing occurs, both are agree to

accept compromised outcome. There is no clearwinner or loser.


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State-IV:Behavior

OvertConflict

Partysbehavior: Thisisaplacewhere

conflictsbecomevisible,andpartytryto

showhisbehaviorthroughstatementsor

actionagainsttheconflict.

Othersreaction: Overtbehaviorsometime

deviatefromoriginalintentions.


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Stage-V:Outcomes

Functional Outcome: When Conflict is

constructive, it improves the quality of

decision, stimulates creativity & innovation

ultimately enhance the performance of the

group or organization.

Dysfunctional Outcome: If the conflict is

destructive than the consequences will be

negatively and performance will decreased.


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Causes Of Conflicts

Causesofconflict.

O Verticalconflict.

O Occursbetweenhierarchicallevels.O Horizontalconflict.

O Occursbetweenpersonsorgroupsatthesamehierarchicallevel.

O Line-staffconflict.

O Involvesdisagreementsoverwhohasauthorityandcontroloverspecificmatters.

Organizational Behavior: Chapter 18 19


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Causes Of Conflicts

Causesofconflict cont.

O Roleconflicts.

O Occurwhenthecommunicationoftaskexpectationsprovesinadequateorupsetting.

O Work-flowinterdependencies.

O Occurwhenpeopleorunitsarerequiredto

cooperatetomeetchallenginggoals.



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Causes Of Conflicts

Causesofconflict cont.

O Domainambiguities.

O Occurwhenindividualsorgroupsareplacedinambiguoussituationswhereitisdifficultto

determinewhoisresponsibleforwhat.

O Resourcescarcity.

O Whenresourcesarescarce,working

relationshipsarelikelytosuffer.



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How can conflict bemanaged successfully?

Indirectconflictmanagementapproaches.

O Reducedinterdependence.

O Appealstocommongoals.

O Hierarchicalreferral.

O Alterationsintheuseofmythologyand

scripts(Changemaybemadeinbehavioralroutineinorganizationalculture).



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What is negotiation?

Negotiation.

O Theprocessofmakingjointdecisionswhen

thepartiesinvolvedhavedifferent

preferences.

O Workplacedisagreementsariseoveravariety

ofmatters.



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Negotiationgoalsandoutcomes.

O Substancegoals.

O Outcomesthatrelatetocontentissues.

O Relationshipgoals.

O Outcomesthatrelatetohowwellpeople

involvedinthenegotiationsandany

constituenciestheyrepresent areabletoworkwithoneanotheroncetheprocessis

concluded.



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Effectivenegotiation.

O Occurswhensubstanceissuesareresolved

andworkingrelationshipsaremaintainedorimproved.

O Criteriaforaneffectivenegotiation.

O Quality.

O Harmony.

O Efficiency.



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Ethicalaspectsofnegotiation.

O Tomaintaingoodworkingrelationships,

negotiatingpartiesshouldstriveforhigh

ethicalstandards.

O Thenegotiatingpartiesshouldavoidbeing

sidetrackedbyself-interests,therebybeing

temptedtopursueunethicalactions.



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Organizationalsettingsfornegotiation.

O Two-partynegotiation.

O Groupnegotiation.

O Intergroupnegotiation.

O Constituencynegotiation.



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Cultureandnegotiation.

O Differencesinnegotiationapproachesand

practicesareinfluencedbycultural

differencesin:

O Timeorientation.

O Individualism-collectivism.

O Powerdistance.



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What are the different strategies involved in

negotiation?Distributivenegotiation.

O Focusesonpositionsstakedoutor

declaredbytheconflictingparties.

O Partiestrytoclaimcertainportionsofthe

existingpie.

Integrativenegotiation.

O Sometimescalledprinciplednegotiation.O Focusesonthemeritsoftheissues.

O Partiestrytoenlargetheavailablepie.Organizational Behavior: Chapter 18 29


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What are the different strategiesinvolved in negotiation?

Distributivenegotiation.

O Thekeyquestionsis: Whoisgoingtogetthis

resource?O Harddistributivenegotiation.

O Eachpartyholdsouttogetitsownway.

O Softdistributivenegotiation.

O Onepartyiswillingtomakeconcessionstothe

otherpartytogetthingsover.



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Distributivenegotiation cont.

O Bargainingzone.

O Therangebetweenonepartysminimumreservationpointandtheotherpartys

maximumreservationpoint.

O Apositivebargainingzoneexistswhenthetwo

partiespointsoverlap.

O Apositivebargainingzoneprovidesroomfornegotiation.



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Integrativenegotiation.

O Thekeyquestionsis: Howcantheresource

bestbeutilized?O Islessconfrontationalthandistributive

negotiation,andpermitsabroaderrangeof

alternativesolutionstobeconsidered.

O Opportunityforatruewin-winsolution.



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Integrativenegotiation cont.

O Rangeoffeasiblenegotiationtactics.

O Selectiveavoidance.

O Compromise.

O Truecollaboration.



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Gainingtrulyintegrativeagreementsrests

on:

O Supportiveattitudes.

O Constructivebehaviors.

O Goodinformation.



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Supportiveattitudes.

O Integrativeagreementsrequirethateach

partymust:O Approachthenegotiationwithawillingnessto

trusttheotherparty.

O Conveyawillingnesstoshareinformationwith

theotherparty.

O Showawillingnesstoaskconcretequestionsoftheotherparty.



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Constructivebehaviors.

O Reachingintegrativeagreementsdependson

thenegotiatorsabilityto:

O Separatethepeoplefromtheproblem.

O Focusoninterestsratherthanpositions.

O Avoidmakingpremature judgments.

O Keepalternativecreationseparatefromevaluation.

O Judgepossibleagreementsonanobjectivesetofcriteriaorstandards.



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Goodinformation.

O Eachnegotiationpartymustknowwhat

he/shewilldoifanagreementcantbe

reached.

O Eachpartymustunderstandtherelative

importanceoftheotherpartysinterests.



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Commonnegotiationpitfalls.

O Themythofthefixedpie.

O Thepossibilityofescalatingcommitment.O Negotiatorsoftendevelopoverconfidencein

theirpositions.

O Communicationproblemscancause

difficultiesduringanegotiation.

O Tellingproblem.O Hearingproblem.



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Third-partyrolesinnegotiation.

O Arbitration.

O Athirdpartyactsasa judgeandhasthepowertoissueadecisionthatisbindingonall

disputingparties.

O Mediation.

O Aneutralthirdpartytriestoengagethe

disputingpartiesinanegotiatedsolutionthroughpersuasionandrationalargument.



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INTERGROUP BEHAVIOR

IS AWORLD-WIDE PROBLEM


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INTERGROUP BEHAVIOR BEHAVIOR TOWARDANOTHER PERSON OR

GROUP BASED ONTHEIR GROUP

IDENTIFICATION GROUPINCLUDES MANYTYPES OF

THINGS THATCAN BE USEDTO CATEGORIZE

PEOPLE

RACE, SEX, NATIONALITY, SOCIAL CLASS,

PROFESSION, AGE, SEXUAL IDENTITY,

RELIGION, ETC.


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IN-GROUP VS OUT-GROUP

IN-GROUP THE GROUP TO WHICH ONE BELONGS

OUT

-GROUP A GROUP TO WHICH THE PERSON DOESNOT BELONG


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ETHNOCENTRISM(IN-GROUP / OUT-GROUP BIAS)

ONES OWN GROUP IS THE CENTER OF EVERYTHING;

STANDARD OF EXCELLENCE; DIFFERENT = BAD

EXAMPLES ( BALLET VS TRIBAL DANCE, CUSTOMS)

IN-GROUP IS BETTER OR MORALLY SUPERIOR THAN OUT-

GROUP,ATLEASTIN MORE IMPORTANTWAYS

OUT-GROUP IS LESS VARIABLE

(OLD & YOUNG SUBJECTS & TARGETS)


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CONCEPTS

STEREOTYPE: BELIEFS ABOUT AN IDENTIFIABLE

GROUP (LAZY, IMMORAL, UNTRUSTWORTHY)

PREJUDICE:AN OVERCATEGORIZED OR UNJUSTIFIED

NEGATIVE ATTITUDE ABOUT A MEMBER OF AN OUT-GROUP

DISCRIMINATION: UNFAIR TREATMENT BASED ON

OUT-GROUP MEMBERSHIP


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Prejudice: Automatic & ControlledProcesses

Stimulus

Stereotype

Inhibit Negative

Beliefs?

Prejudiced

Response

Non-prejudiced

Response

No

Yes


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CHANGES IN PREJUDICE

0

10

20

30

40

50

60

70

80

90

100

1942 1963 1972 1980 1987 1997

%

GIVI

NGNONPRDJUDIC

EDANSWER SCHOOLS

DINNER

MARRIAGE LAW

INTERRACIAL DATING


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Prejudice & Housing: Willingness to

Move Into Neighborhood

0

10

20

30

40

50

6070

80

90

100

white 1-2

black

few

black

half

black

all

black

%w

illingtomovein

White Respondent

Black Respondent

Neighborhood Composition


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PREJUDICE LESS WIDESPREADIN U.S.

LESS ACCEPTABLE, PERHAPS MORE SUBTLE (BELIEF

DISSIMILARITY) AFFECTS INFORMATION PROCESSING


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Old Fashioned Vs. Modern Racism/ Sexism

Old-

Fashioned

NegativeFeelingstoward Outgroup

Feelingsof

Superiority

Openly ExpressDislike

Modern (Symbolic,Aversive)

Beliefthat Prejudice&

DiscriminationisWrong DontView Selfas Prejud.

Ambivalence-lackofpos.

feelings; egalitarianbelief

Oppose Policiesto HelpOutgroup; (Lackself-reliance,

individualism,hardwork,

obedience)


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Modern RacismMurderTrial

BlackorWhitekiller

High Prejudiced

Death Penalty MoreLikelyfor Black

Low Prejudiced-(Modern Racism)

Death PenaltyLessLikelyfor Black

ButifBlack Juror RecommendedDeath,Death Penalty

MoreLikelyfor Black

Prejudice ShowsupWhenitCan BeDefended,

andDeniedThatitis Racially Motivated


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Modern Racism

Modern Racism Scale

Discriminationisnolongeraproblem

Blacksgetunfairspecialtreatmentfromgovt.

ItiseasytounderstandtheangerofBlacks

ReactionTime

PositiveorNegativeWords Pairedw/ race; askedto

indicatewhethertheyfit

Formostpersons,choicesdidntreflectprejudice

Slowerresponsetopositivewords(clean,smart)whenpairedwithWhites


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PREJUDICE & INFO.. PROCESSING

0

1

2

3

4

5

6

7

NAME FIRST NAME LAST

JUDGEDGUILT

ETHNIC

NON-ETHNIC

Ethnic Defendant Ethnic Defendant NOT

judged more guilty judged more guilty


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RACISM, SEXISM, ETC.

INDIVIDUAL

CULTURAL

(OLDEST CITY IN U.S.,WHITES BROUGHT CIVILIZATION)

INSTITUTIONAL

INEQUALITY,CYCLE OF POVERTY

AFFIRMATIVE ACTION VS REVERSEDISCRIMINATION


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Distribution of Income & RaceDistribution of Income & Race (2001 data)(2001 data)

0

5

10

15

20

25

100

Family Income

Percent

White

Black


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REDUCTION OF PREJUDICEAND DISCRIMINATION

PARENTING, MODELING

CONTACT(EQUAL STATUS, NORMS,

COOPERATIVE, ACQUAINTANCE POT) COOPERATIVE (SUPERORDINATE) GOALS

(JIGSAW CLASSROOMS)

ELIMINATE INEQUALITY


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INTERGROUP BEHAVIOR LOOKATALLTHE EXAMPLES OFINTERGROUP CONFLICT

AROUNDTHE WORLD

WE MUSTLEARNTO GETALONG AND,IFNOT

APPRECIATE THE DIFFERENCES,TO TOLERATE THEM

ANDTREAT EACH OTHER WITH RESPECT

WE HAVE NO OTHER CHOICE

conflict, negociation & inter group behavior

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