conflict & negotiation final (organization behavior)

8/17/2019 Conflict & Negotiation Final (organization behavior)

1/30

Confict &Negotiation


2/30

Chapter 12 2

Define conflict

Review the traditional, interactionist, and

human relations views of conflict

Contrast functional and dysfunctional

conflict

Outline the conflict process

Learning Objectives


3/30

Chapter 12 3

Study five conflict-handling orientations

Contrast distriutive and integrative

argaining

!dentify decision iases that hinder

negotiations

"#plain how to improve negotiation s$ills

Learning Objectives.


4/30

What is Conflict?


5/30

%

&wareness

Opposition

Scarcity 'loc$age

!ncompatiility

Determined &ction

What is conflict.


6/30

Conflict

Conflict Defined

– Is a process that begins when one partyperceives that another party has negativelyafected, or is about to negatively afect,something that the rst party cares about.

– Or simply disagreement between the two or

more persons on any point.


7/30

(ransitions in Conflict (hought

(raditional )iew of Conflict The belie that all conict is harmul and mustbe avoided.

*uman Relations )iew of Conflict The belie that conict is a natural occurrencein all groups and organiation.

!nteractionist )iew of Conflict The belie that conict is not only apositive orce in a group but that itis absolutely necessary or a group

to perorm efectively.


8/30

+unctional versus Dysfunctional Conflict

+unctional Conflict

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

Dysfunctional Conflict

!onict that hindersgroup perormance.


9/30

(ypes of Conflict

(as$ Conflict

!onicts over contentand goals o the wor".

rocess Conflict

!onict over how wor" gets

done.


10/30

(ypes of Conflicts

Relationship Conflict

Conflict based on interpersonal

relationships. These conflicts are almost

dysfunctional.


11/30

(he Conflict rocess


12/30

Stage I !otential Opposition or Incompatibility

Communication

– #emantic di$culties, misunderstandings, and%noise&

Structure

– #ie and specialiation o 'obs

– (urisdictional clarity)ambiguity

– *ember+goal incompatibility

– eadership styles -close or participative

– /eward systems -win+lose

– 0ependence)interdependence o groups

ersonal )ariales

– 0ifering individual value systems

– 1ersonality types


13/30

Stage II Cognition and !ersonali"ation

erceived Conflict2wareness by one ormore parties o the

e3istence o conditionsthat create opportunitiesor conict to arise.

+elt Conflict4motional involvement ina conict creating an3iety,

tenseness, rustration, orhostility.


14/30

Stage III Intentions

Cooperativeness

# &ttempting to satisfy the other party.sconcerns/

&ssertiveness

# &ttempting to satisfy one.s own concerns/

Cooperativeness

# &ttempting to satisfy the other party.sconcerns/

&ssertiveness

# &ttempting to satisfy one.s own concerns/

!ntentions

0ecisions to act in a given way.


15/30


16/30

Stage III Intentions -cont6d

Competing

2 desire to satisy one5s interests, regardlesso the impact on the other party to theconict.

Collaorating

2 situation in which the parties to a conicteach desire to satisy ully the concerns o all

parties.&voiding

The desire to withdraw rom or suppress aconict.


17/30

Stage III Intentions -cont6d

&ccommodating

The willingness o one party in a conict to placethe opponent5s interests above his or her own.

Compromising

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


18/30

Stage I7 8ehavior

Conflict anagement The use o resolution and stimulationtechni6ues to achieve the desired level oconict.


19/30

Conflict-!ntensity Continuum


20/30

Stage 7 Outcomes

+unctional Outcomes from Conflict

– Increased group perormance

– Improved 6uality o decisions

– #timulation o creativity and innovation

– 4ncouragement o interest and curiosity

– 1rovision o a medium or problem+solving

– !reation o an environment or sel+evaluation and

change Creating +unctional Conflict

– /eward dissent -dispute and punish conictavoiders.


21/30

Stage 7 Outcomes

Dysfunctional Outcomes from Conflict

– 0evelopment o discontent-dissatisaction

– /educed group efectiveness

– /etarded communication

– /educed group cohesiveness

– Inghting among group members overcomesgroup goals


22/30

4hy !ntergroup conflict occur/

Interdependence. Difference in Goal. Limited Resource. Reward Structure.

Difference in perception. Different time horizons. In accurate perception. The increased demand of specialists.

Interpersonal factors.


23/30

Conflict anagement (echni5ues

Conflict Resolution (echni5ues

# rolem solving

# Superordinate goals# "#pansion of resources

# Smoothing

# &uthoritative command

# &ltering the human variale

# &ltering the structural variales


# rolem solving

# Superordinate goals# "#pansion of resources

# Smoothing

# &uthoritative command

# &ltering the human variale

# &ltering the structural variales


24/30


rolem Solving/

9ace to face meeting :ith conflicting parties for the purpose ofidentifying the problem and resolving it through open discussion.

Super ordinate goals/

Creating a shared goal that cannot be attained :ithout thecooperation of each of the conflicting parties/

"#pansion of Resources/

When a conflict is caused by the scarcity of resources( e;pansion ofresources can create :in%:in solution.

&ltering the structural variales/

Change the formal organi"ation structure.


25/30


Smoothing

!laying do:n differences :hile emphasi"ing common

interests bet:een the conflicting parties.

&uthoritative command/,anagement uses its formal authority to resolve the

conflicts.

&ltering the human variales/


26/30

N

e g o t i a t i o n


27/30

*egotiation

6egotiation2 process in which two or more partiese3change goods or services and attempt toagree on the e3change rate or them.

'&(6&

The Best Alternative Toa NegotiatedAgreement7 the lowestacceptable value-outcome to anindividual or a

negotiated agreement.


28/30

8argaining Strategies

Distriutive 'argaining8egotiation that see"s to divide up a 3edamount o resources7 a win+lose situation.

!ntegrative 'argaining

8egotiation that see"s one or moresettlements that can create a win+winsolution.


29/30

The

*egotiation

!rocess


30/30

Issues in *egotiation

(he Role of ersonality (raits in 6egotiation

– Traits do not appear to have a signicantlydirect efect on the outcomes o eitherbargaining or negotiating processes.

7ender Differences in 6egotiations

– 9omen negotiate no diferently rom men,although men apparently negotiate slightlybetter outcomes.

– *en and women with similar power bases use

the same negotiating styles.– 9omen5s attitudes toward negotiation and their

success as negotiators are less avorable thanmen5s.

conflict & negotiation final (organization behavior)

Documents