organizational behavior bus-542 instructor: erlan bakiev, ph.d
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Organizational Behavior BUS-542 Instructor: Erlan Bakiev, Ph.D. Chapter 13 Conflict and Negotiation. Essentials of Organizational Behavior , 11/e Stephen P. Robbins & Timothy A. Judge. After studying this chapter, you should be able to:. - PowerPoint PPT PresentationTRANSCRIPT
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Organizational BehaviorBUS-542
Instructor: Erlan Bakiev, Ph.D.
1-1
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Chapter 13
Conflict and Negotiation
13-2
Essentials of Organizational Behavior, 11/e
Stephen P. Robbins & Timothy A. Judge
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After studying this chapter, you should be able to:13-3
1. Define conflict and differentiate between the traditional, interactionist and managed-conflict views of conflict.
2. Outline the conflict process.3. Contrast distributive and integrative bargaining.4. Apply the five steps of the negotiation process.5. Show how individual differences influence
negotiations.6. Describe cultural differences in negotiations.
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Conflict Defined13-4
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 (Thomas, 1992).
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Transitions in Conflict Thought13-5
Traditional View All conflict is harmful and must be avoided
Interactionist View Conflict is encouraged to prevent group from becoming stale (Dreu and Van de Vliert, 1997)
Resolution Focused View Conflict is inevitable but we should focus on
productive conflict resolution (Peterson and Behfar, 2003)
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Functional Vs. Dysfunctional Conflict
13-6
Functional: improves group performance
Dysfunctional: hinders group performance
Assessing Focus of Conflict: Task – work content and goals Relationship – interpersonal Process – how the work is done
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Desired Conflict Levels13-7
Source of Conflict
Level of ConflictLow Moderate High
Task Functional Dysfunctional
Relationship DysfunctionalProcess Functional Dysfunctional
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The Conflict Process13-8
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Stage I: Potential Opposition
13-9
Communication Barriers Exist Too Much or Too Little
Structure Group Size, Age, Diversity Organizational Rewards,
Goals, Group Dependency Personal Variables (Glomb and Liao, 2003)
Personality Types Emotionality
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Stage II: Cognition and Personalization 13-10
Potential for conflict is actualized Parties “make sense” of conflict by defining
it and its potential solutions Emotions play a major role in shaping
perceptions Perceived Conflict – awareness needed for
actualization (Pondy, 1967) Felt Conflict - emotional involvement - parties
experience anxiety, tension, frustration, or hostility
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Stage III: Intentions 13-11
The decision to act in a given way Inferred (often erroneous) intentions
may cause greater conflict (Baron, 1989)
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Stage IV: Behavior13-12
Where conflict becomes visible Usually overt attempts to implement each
party’s intentions May become an inadvertent stimulus due to
miscalculations or unskilled enactments Functional Conflicts: confined to lower range of
continuum – subtle, indirect, and highly controlled Dysfunctional Conflicts: upper range – highly
destructive activities such as strikes and riots
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Stage V: Outcomes 13-13 Functional (Nijstad and Kaps,
2008; Zellmer-Brugn et al., 2008): Improves decision quality Stimulates creativity and innovation Encourages interest and curiosity Problems are aired Accepts change and self-evaluation
Dysfunctional: Group is less effective Cohesiveness and communications are
reduced Leads to the destruction of the group
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Creating Functional Conflict (Sommerfield, 1990)
13-14
Managers can reward dissent and punish conflict avoiders
Managers must learn to accept bad news without sending cues that conflict is unacceptable
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Negotiation13-15
Process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them (Robbins and Judge,
2012)
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Bargaining Strategies (Walton and McKersie, 1965)13-16
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Distributive Bargaining Zones
13-17
PlayerA
PlayerB
B’s Resistance
PointA’s
Resistance Point
B’s Target PointA’s Target
PointB’s
Aspiration Range
A’s Aspiration
Range
Settlement Range
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Necessary Conditions for Integrative Bargaining (Thomas, 1992)13-18
Parties must be open with information and candid about their concerns
Both parties must be sensitive regarding the other’s needs
Parties must be able to trust each other Both parties must be willing to be flexible
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The Negotiation Process (Bazerman and Neale, 1992;Curhan, et l., 2009)
13-19
BATNA
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Individual Differences in Negotiation
13-20
Personality (Amanatullah et al., 2008) Little evidence to support Disagreeable introvert is best
Moods & Emotions (Watson and Hoffman, 1996; Walters et al., 1998) Showing anger helps in distributive negotiations Positive moods help integrative negotiations
Gender Men are slightly better Many stereotypes – low power positions Women’s self-image as negotiators is poor
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Global Implications13-21
Conflict and Culture: Insufficient research at this point Initial evidence does suggest some differences in tactics and attitude
Cultural Differences in Negotiations: Negotiating styles clearly vary across national cultures
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Implications for Managers: Managing Conflict
13-22
Use in the appropriate situations: Competition – quick action is vital Collaboration – to gain commitment with
consensus Avoidance – the issue is trivial Accommodation – when you’re wrong Compromise – opponents have equal power
and hold mutually exclusive goals
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Implications for Managers: Improving Negotiation Skills13-23
Set Ambitious Goals Pay Little Attention to Initial Offers Research Your Opponent Address the Problem, Not the Personalities Be Creative - Emphasize Win-Win Solutions
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Keep in Mind…13-24
Conflict is an inherent part of organizational life: probably necessary for optimal organizational function
Task conflict is the most constructive Most effective negotiators use both
types of bargaining and know the appropriate tactics
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Summary13-25
1. Defined conflict and differentiated between the traditional, human relations, and interactionist views of conflict.
2. Outlined the conflict process.3. Contrasted distributive and integrative bargaining.4. Applied the five steps of the negotiation process.5. Showed how individual differences influenced
negotiations.6. Described cultural differences in negotiations.