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Conflict andNegotiation
ChapterFIFTEEN
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Conflict
Conflict Defined A process that begins when one party perceives
that another party has negatively afected, or isabout to negatively afect, something that therst party cares about.
Is that point in an ongoing activity when an interactioncrosses over to become an interparty conflict.
Encompasses a wide range o conicts thatpeople experience in organiations
Incompatibility of goals Differences over interpretations of facts
Disagreements based on behavioral expectations
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Transitions in Conflict Thought
Causes:
Poor communication
ac! of o"enness
#ailure to res"ond toem"lo$ee needs
Causes:
Poor communication
ac! of o"enness
#ailure to res"ond toem"lo$ee needs
%raditional &ie' of Conflict
!he belie that all conict is harmul and mustbe avoided.
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Transitions in Conflict Thought cont!d"
Human (elations &ie' of Conflict
!he belie that conict is a natural andinevitable outcome in any group.
Interactionist &ie' of Conflict
!he belie that conict is notonly a positive orce in a
group but that it is absolutelynecessary or a group toperorm efectively.
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#unctional versus Dysfunctional Conflict
#unctional Conflict
"onict that supports thegoals o the group andimproves its perormance.
D$sfunctional Conflict
"onict that hindersgroup perormance.)Negative*
)Positive*
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Types of Conflict
%as! Conflict
"onicts over contentand goals o the wor#.
(elationshi" Conflict
"onict based oninterpersonalrelationships.
Process Conflict
"onict over how wor# getsdone.
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The Conflict $rocess
+ , H I - I % /
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%tage I& $otential 'pposition or Incompatibility
Communication $emantic di%culties, misunderstandings, and&noise'
1tructure
$ie and specialiation o (obs
)urisdictional clarity*ambiguity
+ember*goal incompatibility
eadership styles -close or participative
/eward systems -win0lose
1ependence*interdependence o groups
Personal &ariales
1ifering individual value systems
2ersonality types
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%tage II& Cognition and $ersonali(ation
Positive #eelingsPositive #eelingsNegative +motionsNegative +motions
Conflict DefinitionConflict Definition
Perceived ConflictAwareness by one ormore parties o theexistence o conditionsthat create opportunities
or conict to arise.
#elt ConflictEmotional involvement ina conict creating anxiety,tenseness, rustration, orhostility.
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%tage III& Intentions
Coo"erativeness:
Attem"ting to satisf$ the other "art$3sconcerns.
Assertiveness:
Attem"ting to satisf$ one3s o'n concerns.
Coo"erativeness:
Attem"ting to satisf$ the other "art$3sconcerns.
Assertiveness:
Attem"ting to satisf$ one3s o'n concerns.
Intentions
1ecisions to act in a given way.
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Dimensions of Conflict)*andling Intentions
+ , H I - I % /42Source: +. Thomas, Conflict and -egotiation $rocesses in 'rgani(ations, in .D. Dunnette
and /.. *ough eds.", Handbook of Industrial and Organizational Psychology, 0nd ed., vol. 1
$alo 2lto, C2& Consulting $sychologists $ress, 3440", p. 556. 7ith permission.
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%tage III& Intentions cont!d"
Accommodating
!he willingness o one party in a conict to placethe opponent3s interests above his or her own.
Com"romising
A situation in which each party to aconict is willing to give up something.
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%tage I8& 9ehavior
Conflict 5anagement!he use o resolution and stimulationtechni4ues to achieve the desired level oconict.
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Conflict)Intensity Continuum
+ , H I - I % /6
Source: 9ased on %.$. :obbins, Managing Organizational Conflict: A Nontraditional Approach
;pper %addle :iver, -", pp. 41?4=@ and #. Alasi, The $rocess of Conflict
Bscalation and the :oles of Third $arties, in A.9..
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Conflict anagement TechniEues
Conflict (esolution %echniues
Prolem solving
1u"erordinate goals
+8"ansion of resources Avoidance
1moothing
Com"romise
Authoritative command
Altering the human variale
Altering the structural variales
Conflict (esolution %echniues
Prolem solving
1u"erordinate goals
+8"ansion of resources Avoidance
1moothing
Com"romise
Authoritative command
Altering the human variale
Altering the structural variales+ , H I - I % /9
Source: 9ased on %. $. :obbins,
Managing Organizational Conflict:
A Nontraditional Approach ;pper
%addle :iver, -", pp. F4?64
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Conflict anagement TechniEues
Conflict (esolution %echniues
Communication
-ringing in outsiders
(estructuring the organiation
A""ointing a devil3s advocate
Conflict (esolution %echniues
Communication
-ringing in outsiders
(estructuring the organiation
A""ointing a devil3s advocate
+ , H I - I % /9 )cont3d*Source: 9ased on %. $. :obbins, Managing Organizational Conflict: A Nontraditional
Approach ;pper %addle :iver, -", pp. F4?64
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%tage 8& 'utcomes
#unctional ;utcomes from Conflict
5ncreased group perormance
5mproved 4uality o decisions
$timulation o creativity and innovation
Encouragement o interest and curiosity
2rovision o a medium or problem0solving
"reation o an environment or sel0evaluation
and change
Creating #unctional Conflict
/eward dissent and punish conict avoiders
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%tage 8& 'utcomes
D$sfunctional ;utcomes from Conflict
1evelopment o discontent
/educed group efectiveness
/etarded communication
/educed group cohesiveness
5nghting among group members overcomesgroup goals
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-egotiation
NegotiationA process in which two or more partiesexchange goods or services and attempt toagree on the exchange rate or them.
-A%NA
!he Best Alternative To
a NegotiatedAgreement6 the lowestacceptable value-outcome to anindividual or a
negotiated agreement.
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9argaining %trategies
Integrative -argaining
7egotiation that see#s one or moresettlements that can create a win0win
solution.
Distriutive -argaining7egotiation that see#s to divide up a xedamount o resources6 a win0lose situation.
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Distributive 8ersus Integrative 9argaining
+ ,HI-I% /4/
8argaining 1istributive 5ntegrative"haracteristic 8argaining 8argaining
Goal Get as much of pie Expand the pie
as possible
Motivation Win!ose WinWin
Focus "ositions Interests
Information !o# $i%h
&harin%
'uration of &hort term !on% termrelationships
Source: 9ased on :.
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%taGing 'ut the 9argaining Hone
+ , H I - I % /ender Differences in Negotiations
9omen negotiate no diferently rom men, althoughmen apparently negotiate slightly better outcomes.
+en and women with similar power bases use thesame negotiating styles.
9omen3s attitudes toward negotiation and theirsuccess as negotiators are less avorable thanmen3s.
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7hy 2merican anagers ight *ave Trouble in Cross)
Cultural -egotiations
Italians, Aermans, and #rench don!t soften up executives withpraise before they critici(e. 2mericans do, and to many
Buropeans this seems manipulative. Israelis, accustomed to
fast)paced meetings, have no patience for 2merican small talG.
9ritish executives often complain that their ;.%. counterparts
chatter too much. Indian executives are used to interrupting oneanother. 7hen 2mericans listen without asGing for clarification or
posing Euestions, Indians can feel the 2mericans aren!t paying
attention.
2mericans often mix their business and personal lives. They
thinG nothing, for instance, about asGing a colleague a EuestionliGe, *ow was your weeGend In many cultures such a Euestion
is seen as intrusive because business and private lives are
totally compartmentali(ed.
+ , H I - I % /?
Source:2dapted from /. +hosla, Jou %ay Tomato, "orbes, ay 03, 03, p. 15.
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Third)$arty -egotiations
5ediator
A neutral third party who acilitates anegotiated solution by using reasoning,persuasion, and suggestions or alternatives.
Aritrator
A third party to anegotiation who has theauthority to dictate anagreement.
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Third)$arty -egotiations cont!d"
Consultant
An impartial third party, s#illedin conict management, who
attempts to acilitate creativeproblem solving throughcommunication and analysis.
Conciliator
A trusted third party whoprovides an inormalcommunication lin# between the
negotiator and the opponent.
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Conflict
and ;nit
$erformance
+ , H I - I % /@
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;%BK.Competition
hen uic!B decisive action is vital )in
emergencies* on im"ortant issues.
here un"o"ular actions need im"lementing )in
cost cuttingB enforcing un"o"ular rulesB
disci"line*. ;n issues vital to the organiation3s 'elfare.
hen $ou !no' $ou3re right.
Against "eo"le 'ho ta!e advantage ofnoncom"etitive ehavior.
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;%B K..Collaboration
%o find an integrative solution 'hen oth sets of
concerns are too im"ortant to e com"romised.
hen $our oective is to learn.
%o merge insights from "eo"le 'ith different
"ers"ectives.
%o gain commitment $ incor"orating concerns
into a consensus.
%o 'or! through feelings that have interfered 'itha relationshi".
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;%BK.2voidance
hen an issue is trivialB or more im"ortant issues
are "ressing.
hen $ou "erceive no chance of satisf$ing $our
concerns.
hen "otential disru"tion out'eighs the enefits
of resolution.
%o let "eo"le cool do'n and regain "ers"ective.
hen gathering information su"ersedes
immediate decision. hen others can resolve the conflict effectivel$.
hen issues seem tangential or s$m"tomatic of
other issues.
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;%BK.2ccommodation
hen $ou find $ou3re 'rong and to allo' a etter
"osition to e heard.
%o learnB and to sho' $our reasonaleness.
hen issues are more im"ortant to others than to
$ourself and to satisf$ others and maintain
coo"eration.
%o uild social credits for later issues.
%o minimie loss 'hen outmatched and losing.
hen harmon$ and stailit$ are es"eciall$im"ortant.
%o allo' em"lo$ees to develo" $ learning from
mista!es.
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;%BKCompromise
hen goals are im"ortant ut not 'orth the effort
of "otential disru"tion of more assertive
a""roaches.
hen o""onents 'ith eual "o'er are committed
to mutuall$ e8clusive goals.
%o achieve tem"orar$ settlements to com"le8
issues.
%o arrive at e8"edient solutions under time
"ressure.
As a ac!u" 'hen collaoration or com"etition is
unsuccessful.
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By standing on the printer, what
conflict resolution technique mightthis man (Tom Alexander) be
employing?2uthoritative Command2uthoritative Command
%uperordinate goal%uperordinate goal
Bxpansion of resourcesBxpansion of resources
CompromiseCompromise
Chapter Chec!"p# Conflict
-$ shifting the focus of the meeting to the overall
organiational com"etitiveness eing threatened ecause
of the e8cess strength eing uilt into the "rintersB he
directed the attendees to a su"erordinate goal of the
organiation remaining com"etitive.
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200 P i H ll I All i h d
Discuss the concepts of
92T-2 and resistance point
with your neighbor. 7hat
similarities are there between
the two Differences
Chapter Chec!"p# $egotiation